MindTrust
Leadership Development
Program
2008
“Leadership and the
Human Psyche”
Presented By:
Stephen Mitchell
Presented To:
MindTrust Executives
&
Mr. Matthew Archibald
Date:
Stephen Campbell Mitchell
Dear
MindTrust Executives:
This
report was authorized by Professor Matthew Archibald; facilitator for the 2008
Leadership Development Program at the Telfer School of Management.
I
would like to open by extending my sincere appreciation for those involved in
the MindTrust Leadership Program. The facilitators, professionals, and guest
speakers demonstrated genuine interest and passion in communicating the
importance of leadership. My involvement with this program for the past six
weeks has proven that leadership is a topic that inspires me to learn more.
I
have elected to pass on the option to use the final exam questions provided by
Mr. Archibald. All of the topics discussed in this report are compiled from
personal reflection and interviews with individuals considered to be leaders in
their industry. These topics will be a more accurate depiction of how MindTrust
affected my view of leadership. This paper discusses the topics MindTrust has
encouraged me to learn more about.
Are
certain individuals born to be leaders? Why do some individuals become leaders
of countries, organizations or social groups? What is it that separates leaders
from others? This report will discuss how leaders have an amazing ability to
understand the way our world works, and how the human psyche is influenced by
our surrounding environment.
Thank
you for the opportunity to be a part of a seminar that will truly be an
unforgettable stop during my university journey. It is of no surprise to me
that all those involved with the MindTrust Leadership program are considered
leaders in their field.
Sincerely,
Stephen
Mitchell
Introduction
The first session of MindTrust discussed essential
characteristics great leaders must encompass: vision, confidence, honesty and integrity,
passion, and charisma were among the many “buzz words.” However, I found myself
looking at these words and thinking; do great leaders also possess some of the less
desirable characteristics such as, coercion, aggression, exaggeration, and a
quest for immediate gratification? Surely being a leader does not entail being
a super-human who only thinks positive thoughts and acts on positive impulse. My
curiosity continued when I began to wonder if I carry out the characteristics
mentioned above. Am I, and would I be,
an effective leader?
Being
involved in the MindTrust program has encouraged me to ask questions about
leadership and discover more about how influential leaders were able to impact
so many. I will attempt to argue that leaders do in fact possess many of the
positive and negative traits listed above. However, it is a leader’s amazing
ability to understand the importance of balancing these traits and relating
them to the human psyche that separates mediocrity from excellence, and
management from leadership. Effective leaders have the ability to understand
the way our world works. Leaders support the fact that for every action there
is a re-action, and that strategic actions will create desired re-actions.
Honesty
and integrity was discussed throughout MindTrust as the most central
characteristic an effective leader must possess. Throughout discussion during MindTrust I
remember feeling uneasy about my perception of honesty and integrity. What do
those words really mean? This report will argue that trust is the most
important factor in being an effective leader, and at times honesty and
integrity may have to be jeopardized in order to build trust.
One
of the most fascinating questions surrounding leadership is whether or not
leaders are born or developed. Is leadership a skill that is part of an
individual’s genetic make-up, or is it taught through education and experience?
Discussion
Personality
Tool Box
Freud
argues that all humans have three structures of the mind that make up our personalities:
Ego, Superego, and
Steve Jobs, Winston Churchill, Romeo Dallaire, and Peter
Drucker are individuals that have/had an amazing grasp on how the human psyche
functions in this world. These leaders
were able to live life with a “tool box” at their side. Understanding the human psyche allows leaders
to select the right tool for the job, almost every time. This tool box consists
of three very important sections: the top of the tool box is called the Ego, the middle is the Superego and the bottom is the
A
television program that I will admit is extremely corny but did produce an
episode with a strong message relating to leadership and the human psyche is
Star Trek. In an episode made in the mid-80’s Captain James T- Kirk entered the
transporter attempting to arrive on-deck to perform his duties as Captain. Due
to an unknown accident the transporter split Captain Kirk into two separate
people. One of them took the identity of Captain Kirks Superego “good captain”
and the other took the identity of Captain Kirks Id “bad captain”.
Immediately
following this freak accident “good captain” entered the control deck where instantly
the crew knew something was wrong. Meanwhile, the Captains Id began running
around the ship giving irrational orders and aggressively attempting to seduce
the women on board. Dr. McCoy suggested killing the “bad captain.” Mr. Spock
would not allow this to happen. Spock
understood that the Id and Superego of Captain Kirk’s personality
mixed to produced a fearless yet compassionate leader. He explained that if McCoy
were to kill “bad captain” the ship would lose the effectiveness of its leader.
Understanding
that this example holds little academic relevance, I have decided to use it to
support the argument that great leaders become experts at disguising certain
characteristics and exaggerating others in specific situations. Does a CEO of a company demonstrate the same
personality characteristics they did before becoming CEO? The answer to this
question is NO (Engleberts, Veronica).[ii]
Leaders have an excellent understanding of what tools to use, and when to
use them to achieve desired outcomes. “Long lasting and effective leaders are
able to understand that the actions that brought them to the top may not be the
actions that will keep them on top” (Dr.
Bruce M. Firestone).[iii] This being said, one of the core reasons why
leaders remain on-top is their ability to react by adjusting their mix of Id and Superego used during crisis situations that require command,
control, and decisiveness, or compromise and sensitivity.
If
a company’s stock price has been on the rise and the future seems profitable, a
leader will reach into their “tool box” and use the right tool to ensure the
company remains on the path to success. If stock price has dropped and
shareholders begin pushing for results, a leader reaches back into the “tool
box” and selects a new tool. Leaders understand what part of the tool box to
pick from depending on the situation because they have an excellent understanding
of the way the human psyche works. Sometimes leaders need to build the bridge
as they walk on it. Academically this has been discussed as situational
leadership (Dr. Patricia Witherspoon).[iv]
Peter
Drucker was a writer, management consultant and university professor who is
well known for developing a system which today is called Total Quality
Management (TQM). One of my favorite
quotes by Peter Drucker is, “The task of leadership is to align strengths in
ways that make weaknesses irrelevant.”[v]
Peter Drucker is an individual with an understanding of the way our world
works. By matching individuals with tasks, as opposed to matching tasks with
individuals, leaders shadow weakness. Peter Drucker understood that using the
right tools for the job was the most vital aspect of leadership. The importance of matching tasks to the
competencies without over-matching has proven to be invaluable within organizations.
The most successful professional hockey coach of all time, Scotty Bowman has a remarkable
ability to match competencies that create advantages for his team. Bowman matches
players with specific skills to create line-ups that aligned strengths, and
make weakness irrelevant. This sports analogy holds true for business leaders
who are able to recognize competencies and create the perfect synergy that will
achieve objectives.
Pattern
Recognition
Steve
Jobs started Macintosh Computers in the early 1970’s with a vision. In 1985 he
lost a power struggle with the board of directors and resigned. He then moved
on to start NeXT. Upon the resignation
of Jobs, Macintosh was paralyzed by the market control of Microsoft. Total stock
value plummeted to less than 1 billion dollars and Macintosh struggled to keep
their heads above water. What was missing? In 1997 rumors began to circulate
that Macintosh was planning to purchase NeXT and Jobs would return as CEO. When
rumors of his return began to circulate the stock value of what is now Apple
Computers began to rise. Rumors became reality and Jobs signed with Apple as
CEO. Apple’s stock value exploded and is now trading at over 130 dollars per share
with a net worth of over 115 billion dollars. [vi]
Steve
Jobs has charisma, knowledge and experience, all of which are characteristics
discussed throughout MindTrust. However,
“trust” is what prompted Apple’s
stock value to explode when he signed as CEO. Shareholders, employees, and suppliers
trusted that Jobs would lead Apple Computers to what it is today, a powerhouse.
Jobs
is a better poker player than his competitors are chess players. He has the
ability to recognize patterns and see around corners. “Pattern recognition is
what allows humans to be competitive and effective” [vii](Dr. Bruce M. Firestone). The most
sophisticated and powerful computers in the world have a tough time beating
humans at the game of chess. The human brain is a pattern recognition machine
like no other (Dr. Bruce M. Firestone)[viii].
Leaders have a gift in recognizing patterns. Jobs knew the i-Pod would be a
success because he recognized patterns in the way people react to the world.
While competitors were working on new Compact Disc technology, Jobs was
creating technology that would support mp3’s. “The best way to predict the
future is to create it” (Peter Drucker)[ix].
Honesty
and Integrity
Winston
Churchill is considered to be one of the most influential and effective western
society leaders of all time. My question
is why? Due to the passion in which so many speak of Churchill, I decided to
schedule an interview with Second World War veteran Commander James C. Mitchell
to discuss what it was about Churchill that made him a leader.
During
the
My
question for Commander Mitchell was simple: what was it about Churchill that
made him such a great leader? An 86 year old man who seconds before was hunched
over in his chair, looked up at me with his eyes wide open and in a strong deep
voice said these exact words, “If he told
me to fly my plane into hell, I’d do it”(Commander James C. Mitchell).
In
an attempt to put words to the passionate body language I could see coming from
this 86 year old war veteran, I asked Mr. Mitchell to tell me specifically what
it was about Churchill that made him a leader. Mr. Mitchell told me he couldn’t
explain it. His exact words were, “He was just that kind of a guy”. I used this
example because I think leadership does have a touch of “black magic”. From my
interviews and research, it appears to be more than charisma; it is a feeling
of trust, comfort and belief.
My
interest in clarifying the definition of honesty and integrity started with the
discussion of Churchill in MindTrust. During the Second World War, Churchill might
ask Generals to lie to soldiers about the objectives of missions in case of capture
by the enemy, as well as their likelihood for survival (Dr.Druce M. Firestone).[x] Churchill knew if soldiers were caught there could
be an attempt to extract information through torture. Churchill’s motive in
providing misleading information was homeland security (Thomas, Shawn. PhD)[xi].
Was
Churchill dishonest and therefore jeopardizing his integrity? When leaving on each mission pilots
understood their chances of survival were minimal and followed through with
Churchill’s orders regardless. Why did
they do this? Was it because they believed him when he said they would all make
it home safely? Surely, these were smart men who on a daily basis saw the
hundreds of casualties returning to base. These men followed Churchill because
they trusted he would be victorious in doing the greatest amount of good for
the greatest amount of people (Commander
James C. Mitchell).[xii]
Churchill followers were confident that
Utilitarianism
and leadership are two topics that MindTrust encouraged me to start thinking
about. When General Romeo Dallaire was face-to-face with the Dictator
responsible for the genocide in
Many
will argue that war-time leadership is non-comparable to corporate leadership.
In many circumstances, I agree. However, when and organization is faced with an
option to outsource labor in an attempt to increase profits, what should a
leader do? Outsourcing labor will eliminate the jobs employees depend on to
support their families. Is a CEO
jeopardizing his/her integrity by doing what is right for the shareholders
while punishing loyal employees?
Churchill
and General Romeo Dallaire are both leaders who have an exceptional
understanding of the way our world works. Both of these men were able to reach
into their “tool box” and chose the right tool according to the variables of
each situation. These leaders understand the percentage of Id, Superego and Ego to use when demonstrating situational
leadership. Few individuals have the ability to do this effectively. I recognize the importance of honesty and
integrity, but find it important to mention that circumstances often arise that
challenge a leaders integrity. What separates leaders from the rest is that
when most see no other options, a leader almost always finds a way to do the
right thing. “Management is doing things right, leadership is doing the right
things” (Peter Drucker).
Leadership:
Born vs. Taught
Are leaders born or made? This question continues
to dominate the study of leadership today. In a majority of cases, genetics and
early family experiences play a significant role in developing the personality
and character that motivates the individual to lead. [xiv]
If an individuals genetic make-up (personality)
encourages leadership behavior it does not guarantee leadership. Individuals
become leaders through initiative and work-ethic.[xv]Taking
on challenging and multi-functional work assignments teaches self-confidence,
toughness, persistence, knowledge, skill in managing relationships, a sense of
independence, and therefore leadership. Hardship teaches personal limits and
strengths, while success breeds confidence and an understanding of one's
distinct skills. This mix can be effective in setting the stage for the
leadership ability to take hold (Daniel E. Maltby, Ph.D).[xvi]
Leadership must be understood as a complex equation
of birth and early childhood factors, shaped by later life experiences and
opportunity. An example that encourages continued thought on the topic of “born
vs taught” is Mozart. At the age of six Wolfgang Amadeus Mozart was composing music that adults with years of
experience considered musical brilliance. Mozart had a “gift” that allowed him to
become one of the most influencial musical composers of all time. Mozart’s
father was a composer and music teacher who began teaching Mozart at the age of
three. Mozart’s environment as a child
encouraged him to develop into the musical genious that he became (Dr. Bruce M. Firestone).
Effective leaders were given a “tool box” at
birth. An individuals environment through
nature and nurture teaches many invaluable skills. At birth Mozart was given
tools that encouraged his musical growth, but had it not been for his
environment and opportunity, the world may have never experienced the sounds of
Mozart. Like anything, leadership becomes more effective with practice. Leadership
is a skill that must be worked on and perfected. However, certain individuals have
genetic advantages aiding in their ability to be effective leaders.
Media/Society
and Leadership
Does
the world lack strong leadership? Does supply match demand in the leadership
market? It appears as though leadership demand far outweighs supply. This
should not come as a surprise to any of us. Why would anyone want to be a
leader in today’s society?
Society
sets leaders up to fail. Allow me explain what I mean by this. Jimmy Carter was
the 39th President of the
During
the interview with Playboy Magazine a reporter asked President Carter if he had
ever been unfaithful to his wife. President Carter replied with a stern, “No”.
Immediately following this question the reported asked, “Have you ever had
thoughts of women other than your wife?”
President Carter replied “Yes, I think all men do, but I love my wife
very much.”
The
following month Playboy published their magazine across
Media
and society prevent leaders from developing potential because of unrealistic expectations.
I believe society should fear leaders who are described as perfect. “Leadership
is a difficult, tiring, time-consuming, and sometimes thankless endeavor”.[xvii]
Conclusion
MindTrust
has been an amazing experience as it has encouraged me to think about
leadership in abstract ways. What is it that makes leaders so influential over
others? History has proven that nothing can encourage the destruction of an
organization, social group, or nation more rapidly than poor leadership.
Some
have mastered the art of leadership by understanding the way our world works
and how the human psyche functions in our environment. Steve Jobs, Winston
Churchill, Peter Drucker, and Romeo Dallarie have the ability to use common
sense, and emotional intelligence to select tools from their personality “tool
box”. These leaders understand that for every action there is a re-action, and
that strategic actions will create desired re-actions.
Effective
leaders possess confidence, aggression, passion, coercion, inspiration, greed,
vision, charisma and continuously quest for immediate gratification, amongst
many other traits. Most importantly,
these leaders consciously trust in their intrinsic ability to create the
perfect mix of “tools” for any given situation.
Leaders
such as Steve Jobs have an ability to recognize patterns in human behavior and
create a vision based on these patterns. Jobs reached into his cognitive tool
box and found the right mix of tools to communicate his vision for Apple
Computers. Leaders have the ability to see around corners allowing them to be
right almost all of the time. Leaders have the ability to sit at a poker table
with the human psyche and win with a mix of strategy, bluffing and luck. Followers
recognize success in leaders and trust that something special is sure to follow.
Leadership
must be understood as a complex mix of genetic make-up and skills learned
through experience. Mozart was given a
musical gift at birth. He was creating incredible music at the age of six. Like
anything Mozart improved his musical ability with practice. The same holds true
for leadership. Some are genetically programmed to be effective leaders but can
only become active leaders through hard-work, knowledge, experience, and a
conscious choice to perform leadership responsibilities. We all need to make a
choice as to who we want to be, and what we want out of life. Leadership in
action.
Endnotes