MCRL-Monarch Center For Research On Leadership

Dr. Donald York, Director of MCRL

The study of leadership practice involves analysis of power and influence. Power and influence tend to be distributed across an organization amongst group members and specific individuals. Although the distribution may appear to be uniform there is often more than one individual or group that is influential. This statement is applicable whether or not these individuals are officially designated with the role of leader. In order to establish effective leadership there should exist a rotational and collaborative process involving leading and following. It is incorrect to believe that one leader can lead all the time. The classic analogy of effective leadership and collaboration for achieving objectives and goals can be studied through the V-formation flight of Birds.

For instance, you will notice that geese fly in a “V” formation. The reason for this is simple. Each time a goose flaps its wings, it creates “uplift” for the birds that follow. By flying in a “V” formation, the entire flock adds 71% greater flying range than if each bird flew alone. When the lead bird tires, it rotates back in to the formation to take advantage of the lifting power of the bird immediately in front of it.

A leader’s job is to set the vision for how to accomplish the mission. A unit’s mission provides common direction and sense of community. This direction must be clear and provide the same “uplift” needed to enable each person within the unit to work quicker and more effectively than if they worked alone.

Traditionally, leadership has been explained in terms of the traits of the leader, characteristics of the situation, and the interaction of the characteristics of the leader and the group. The former elements proved to be inadequate and not descriptive enough for understanding what constitutes effectiveness within leadership. The study of leadership tends to be subdivided into leader(s), follower(s) and the situation. The terms leader and follower are not directly applicable as neither are appropriate for every context or situations, such as in health care, where everyone in this type of professional bureaucracy has specialized competencies influencing the leadership process. Therefore, it should be understood that the terms leader and follower must be used with caution as such labels can create negativity and cognitive dissonance amongst team members.

The traditional leader-follower roles appear to be revolutionized having effective followership as a pre-requisite for effective leadership. Present day research has shifted focused onto the importance of followership and the empowering leader to develop effective leader substitutes. The heart of leadership is within reciprocation and collaboration of team members to meet objectives and goals by rotating between leading and following. This area research is the focus of the Center for Leadership Studies.