What is perhaps the greatest challenge facing political leadership in the coming years?
Abstract Le concept du leadership politique. Le concept du leadership politique n'est qu'une des nombreuses catégories de leadership. Et il est particulièrement difficile à cerner. Psychologues et sociologues ont depuis longtemps étudié le phénomène du leadership mais, outre qu'ils ne sont pas parvenus à l'élucider de façon satisfaisante, leur problématique ignore des composantes majeures du leadership politique. Néanmoins, il paraît acquis que le leadership est une relation entre dirigeants et subordonnés et que c'est comme processus de groupe que cette relation se prête le mieux á l'étude. L'article examine sous cette optique le leadership politique comme phénoméne interpersonnel et social et tente de montrer les conditions requises pour son exercice. Quel que soit l'angle sous lequel on la considére, la relation de leadership reproduit un processus circulaire, dirigeants et subordonnés s'influençant mutuellement dans la production des manifestations du groupe. Cette idée sert d'hypothése centrale pour l'examen des traits caractéristiques du leadership politique á tous les niveaux : du leader, de ses lieutenants et des simples membres. Plusieurs questions apparaissent ainsi sous un nouveau jour, notamment celles de l'influence relative des traits personnels et de la situation dans la production du leader, de la nature du leadership au sein de l'organisation bureaucratique et des conditions de << dramaturgie >> qui accompagnent l'exercice du leadership. La distinction entre leadership comme style de commandement et comme modéle d'organisation de l'autorité ouvre aussi sur des voies prometteuses pour la connaissance du phénoméne. Cette distinction est notamment précieuse dans l'examen des conditions d'exercice du leadership, qu'il s'agisse du choix des dirigeants, du contrôle réciproque des dirigeants et des simples membres ou encore des styles de leadership, démocratique ou autoritaire. Il serait souhaitable que les études du leadership politique tiennent davantage compte des ouvrages biographiques qui nous apprennent comment les grands leaders ont perçu leurs fonctions, leurs rapports avec les hommes et la vie politique. Show
Journal Information Canadian Journal of Political Science/Revue canadienne de science politique is published quarterly, and presents articles, notes, commentaries and book reviews in English and in French. The first objective of CJPS/Rcsp is the publication of outstanding scholarly manuscripts on all areas of political science, including the history of political thought, contemporary political theory, international relations and foreign policy, governmental institutions and processes, political behavior, public administration and public policy. In addition, as a leading omnibus journal, it is the primary publishing outlet for innovative research on all facets of Canadian politics and government. The third major objective of CJPS/Rcsp is publication of communications about current problems, recent research, and future prospects in political science through a review of recent books published by Canadian and non-Canadian authors in all fields of political science as well as comments on articles and replies to comments and field analyses. Publisher Information The Canadian Political Science Association was founded in 1913 and incorporated under the Canada Corporation Act in 1971. The objectives of the Association as stated in its Constitution are: To encourage and develop political science and its relationship with other disciplines; To hold conferences, meetings and exhibitions for the discussion of political science problems and the exchange of views in matters relating to political science; To purchase, acquire, take by gift, any devise, bequest, or donation for the objectives of the corporation; To give grants, scholarships or fellowships to deserving individuals, groups of persons or organizations in pursuance of the objects of the corporation; To publish journals, newspapers, books and monographs relating to political science The Association as such, will not assume a position upon any question of public policy not directly related to the discipline of political science or commit its members to any position thereupon. Rights & Usage This item is part of a JSTOR Collection. Learn how to use our strategies to help leaders cope with the internal and external challenges; and challenges stemming from the circumstance of being a leader.
Leadership constantly presents challenges to a leader and their abilities. These challenges are an incitation to rise to another level, to test yourself and improve in the process, and to show that you can accomplish something that may seem difficult or even impossible. This section describes the kinds of challenges a leader faces, and suggests some ways in which leaders can weather and benefit from them. What do we mean by the challenges of leadership?Being a leader is in itself a challenge. The challenges of leadership are really of three kinds: external, coming from people and situations; internal, stemming from within the leader himself; and those arising from the nature of the leadership role. External challengesIt's almost impossible to imagine a situation where a leader doesn't have to cope with external challenges. In an organization, such issues as lack of funding and other resources, opposition from forces in the community, and interpersonal problems within the organization often rear their heads. Social, economic, and political forces in the larger world can affect the organization as well. To some extent, the measure of any leader is how well he can deal with the constant succession of crises and minor annoyances that threaten the mission of his group. If he is able to solve problems, take advantage of opportunities, and resolve conflict with an air of calm and a minimum of fuss, most of the external issues are hardly noticeable to anyone else. If the leader doesn't handle external challenges well, the organization probably won't, either. We've all seen examples of this, in organizations where everyone, from the director to the custodian, has a constantly worried look, and news is passed in whispers. When people feel that leaders are stressed or unsure, they themselves become stressed or unsure as well, and the emphasis of the group moves from its mission to the current worrisome situation. The work of the group suffers. Internal challengesWhile leadership presents to each of us the opportunity to demonstrate the best of what we are, it also exposes our limitations. In many cases, good leaders have to overcome those limitations in order to transmit and follow their vision. Fear, lack of confidence, insecurity, impatience, intolerance (all can act as barriers to leadership. At the same time, acknowledging and overcoming them can turn a mediocre leader into a great one. It's often very difficult for people, especially those who see themselves as leaders, to admit that they might have personality traits or personal characteristics that interfere with their ability to reach their goals. Part of good leadership is learning to accept the reality of those traits, and working to change them so they don't get in the way.
Challenges arising from leadership itselfReal leadership makes great demands on people. As a leader, you are responsible for your group's vision and mission, for upholding a standard, often for being the group's representative to the rest of the world and its protector as well. These responsibilities might be shared, but in most organizations, one person takes the largest part of the burden. In addition to its responsibilities, leadership brings such challenges as motivating people - often without seeming to do so - and keeping them from stagnating when they're doing well. Leaders also have to motivate themselves, and not just to seem, but actually to be, enthusiastic about what they're doing. They have to be aware of serving their group and its members and all that that entails. In other words, they have to be leaders all the time. When are the challenges of leadership most obvious?One obvious - and correct - answer to this question is "all the time," but in fact some times are more likely than others. Leadership is usually the most difficult when the situation is changing or unstable. When a grass roots group is doing well - gathering allies, getting its message across, attracting funding - no one much notices what the director does; but when something unexpected happens, she's expected to take care of it, often in a very public way. Some particular times when challenges may arise:
The challenges of leadership are ongoing and occur daily. Knowing when the greatest challenges are likely to arise, however, can prepare you to meet them successfully. What are some of the specific challenges that many leaders face, and how can you cope with them?As we discussed above, there are challenges that come from external sources (other people, situations), from internal sources (within the leader herself), and from the circumstances of leadership. We'll examine each of these categories, and consider some strategies for addressing them. External challengesThe world surprises us at every turn, throwing up barriers where the way seems clear, and revealing broad highways where there seemed to be only brick walls. Both kinds of surprises - sometimes the positive more than the negative - present opportunities for exercising leadership, with all the challenges they entail. Some common situations that call for leaders to use their resources include:
This is by no means a comprehensive list, and most Tool Box users will be able to think of many other possibilities from their own experience. It's clear, however, that leaders are often tested by external events and people. What are some of the general strategies they can use to cope with these and other external - and therefore often unpredictable and uncontrollable - circumstances? How to cope with external challengesBe proactive. Regardless of the situation, it's important for leaders to do something. Waiting is occasionally the right strategy, but even when it is, it makes a group nervous to see its leader apparently not exercising some control.
Be creative. Try to think "outside the box," i.e. in unexpected but effective ways. If disaster has struck (you've just lost a major source of funding, perhaps ), how can you turn what looks like the end of the world into a new beginning? Can you change the way the organization operates to deal with the loss? Can you use the fact that you're about to lose services to gain community and political support? Is this an opportunity to diversify your funding? Can you expand your horizons and your reach through collaboration? Don't just look at the obvious, but consider a situation from all perspectives, and search for unusual ways to make things work.
Face conflict squarely. This doesn't mean come out fighting, but rather identify and acknowledge the conflict, and work to resolve it. This is true both for conflict within your group, and conflict between the group and others outside it. Far too many people, leaders included, act as if conflict doesn't exist, because they find it difficult or frightening to deal with. As a result, it only grows worse, and by the time it erupts, it may be nearly impossible to resolve. If it's faced early, nearly any conflict can be resolved in a way that is beneficial for everyone involved. It's a function of leadership to have the courage to name the conflict and work on it.
Always look for common ground. If there's opposition to what you're doing, it may only be to one specific part of it, or may be based on misunderstanding. There are few groups or individuals who don't have some common interests. If you can find those, you may have a basis for solving problems and making it possible for people to work together. Retain your objectivity. If you're mediating a conflict within the organization, don't take sides, even if you think you know one side is right. That will come out if you mediate objectively and well.If you're faced with detractors or opposition, don't automatically assume they're villains. What are their concerns, and why do they disagree with what you're doing? Don't get sucked into a fight unless there's really no alternative. Even rabid opposition can often be overcome through a combination of respect, political pressure, and creative problem solving.
Look for opportunities to collaborate. This is important both within and outside your group or organization. Within the group, involve as many people as possible in decisions, and make sure they have control over what they do. The more they own their jobs and the organization, the more enthusiastic they'll be, the more effective the organization will be, and the more effective you'll be as a leader. Outside the organization, try to forge ties with other organizations and groups. Let them know what you're doing, get and give support, and work with them to the extent you can. Make common cause with other groups that have similar interests. In numbers, there is strength, and you'll be stronger as an alliance of groups than any one of you could be individually.
Internal challengesLeaders are human. That's hardly news, but it means that they come with all the same problems and failings as everyone else. One of the greatest challenges of leadership is facing your own personal issues, and making sure they don't prevent you from exercising leadership. Acknowledging the attitudes and tendencies that get in your way, and working to overcome them, is absolutely necessary if you're to become an effective leader. Among the most common personal traits that good leaders have to overcome or keep in check are:
Again, this list is far from complete, but it includes many of the most common stumbling blocks that leaders throw in front of themselves. Fortunately, there are some strategies that can be used to identify and remove those stumbling blocks, or at least cut them down so you can jump over them more easily. Coping with internal challengesListen. Listen to people's responses to your ideas, plans, and opinions. Listen more than you talk. Listen to a broad range of people, not just to those who agree with you. Probe to find out why they think or feel the way they do. Assume that everyone has something important to say. If you hear the same things from a number of different and diverse sources, you should at least consider the possibility that they're accurate. If they're about things you do that you can change, you might give it a try. Ask for 360-degree feedback...and use it. This is feedback (people's views of you) from everyone around you - staff, volunteers, Board, participants, people from other organizations or groups yours works with - anyone you work with in any way. As with listening, if you hear the same thing from a lot of different sources, it's probably true. Act on it. All the feedback in the world won't do you any good unless you do something with it. Look at what's going on around you. Are you the center of controversy and chaos? Or do calm and good feeling seem to reside wherever you do? The chances are that the answer lies somewhere in between these extremes, but it probably should be closer to the calm and good feeling side. Even if you're involved in a battle with the forces of evil, you can foster calm in yourself and those you work with. At the same time, your group could be on top of the world, and you and your colleagues could still be climbing the walls if that's the kind of atmosphere you create.
Reach out for help in facing internal challenges. Most of us find it difficult to change entirely on our own. A psychotherapist, a good friend, a perceptive colleague, or a trusted clergyman might be able to help you gain perspective on issues that you find hard to face. Many people find meditation or some form of self-discovery helpful in understanding themselves and in getting through change. Don't feel you have to do it all on your own.
Challenges stemming from the nature of the leadership roleA leadership position brings with it unique demands. Leaders can be looked on as authority figures, as saviors, as fixers of things that are broken, as spiritual guides, as mentors, as models, as inspirers, as teachers...in short, they may be seen however others choose to see them. This in itself carries a set of challenges, in addition to those posed by what all leaders indeed have to do in order to keep things going. Some of the issues that leaders have to cope with specifically because they're leaders are:
Coping with challenges stemming from the nature of the leadership roleSo how can you continue to be a leader and also continue to be a functioning human being? There are things you can do to retain both your sanity and your competency. Create mechanisms to revisit your vision. Hold occasional meetings and at-least-yearly retreats to discuss vision and renew commitment. These will serve both to review the vision to see if it still resonates (and to rework it if necessary), and to renew your and others' purpose and pursuit of it. They'll help to remind you of why you're doing this in the first place, give you an opportunity to work on group solidarity, and - ideally - leave you feeling refreshed and ready to carry on. Share the burden. Surround yourself with good people who share your vision. If you can find others who are competent and committed to whom you can delegate some of the tasks of leadership, it will both remove pressure from you, and make your group stronger. One of the greatest mistakes a leader can make is to be threatened by others' abilities. In fact, sharing responsibility with capable people makes all of you more effective, and strengthens your leadership. Having competent people to depend on also means that you can develop systems and know they'll work. Organizational maintenance becomes much easier, and you have more time to devote to the actual pursuit of your vision. Find an individual or group with whom you can discuss the realities of leadership. In many communities, some heads of organizations meet on a regular basis to talk about the difficulties and rewards of their situations with others who truly understand. Some such arrangement can be a valuable hedge against burnout, and can also help you gain insight into how you function as a leader. It can introduce you to alternative ways of doing things, as well as giving you a chance to vent, and to realize you're not alone. Make sure you have personal time. The founder and director of a prominent think tank once went seven years without a day off - including Sundays. That's 2,557 straight days of work. (That includes two leap year days, for those of you doing the math.) Even if that doesn't cause burnout, it's not good for your creativity or your understanding of the world. Everything becomes work or related to work: the world holds no other reality, and leadership becomes all you do. In order to maintain perspective and to keep yourself fresh, you need to take time away from being a leader, and away from your organization or initiative. It's important to have an activity that gets you away from your daily concerns, and to take days off from time to time. Some people meditate every day, others play music regularly, others participate in sports or fitness activities. Your getaway doesn't have to be an everyday thing, but it should be something you love and look forward to, and it should be frequent and regular. It may be as simple as taking a walk with your kids for an hour every evening - whatever it is that relaxes your mind and feeds your soul. Rather than detracting from your effectiveness, your time off will increase it.
Depending upon how you approach it, leadership can be a hard and lonely road, or an exciting and collaborative trip to a new place. The more, and more useful, strategies you can find to cope with its challenges, the better leader you'll be. In SummaryLeadership poses a host of challenges. They come in three categories: external (from people and situations); internal (from within the leader herself); and stemming from the circumstance of being a leader. They often arise in periods of instability or change, such when a program or period of work is beginning or ending, or when a group or organization is in transition. Some are concrete and limited - dealing with a particular situation, for instance - but many are more abstract and ongoing, such as keeping your group focused on its vision over the long term. For each category of challenge, there are strategies that can help leaders cope. For the external, these include:
For internal challenges, some strategies are:
Finally, strategies for coping with those challenges that stem directly from the circumstance of leadership:
If you can employ some or all of these strategies to cope with the challenges that leadership brings, you're likely to be an effective and successful leader. What is perhaps the greatest challenge facing political leadership in the coming year?Ethics in Political Leadership and Public Service: Perhaps the greatest challenge facing today's leaders is establishing high ethical standards. Students will develop the moral and social responsibilities necessary for political and civic leaders as they mobilize the citizenry to confront the challenges of our society.
What is political leadership style?A leadership style is a leader's method of providing direction, implementing plans, and motivating people. Various authors have proposed identifying many different leadership styles as exhibited by leaders in the political, business or other fields.
What do you believe are 3 qualities of a good political leader?What makes a good political leader?. Good communicator. ... . Honesty and Integrity. ... . Decision maker. ... . Must be able to inspire others. ... . Must delegate tasks effectively. ... . Man with a vision and purpose.. What is a political leader?Politicians are people who are politically active, especially in party politics. Political positions range from local governments to state governments to federal governments to international governments. All government leaders are considered politicians.
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