Legacy of Leadership- "Intelligence and Intellect"

Wise men speak because they have something to say; fools because they have to say something. ― Plato

One of the biggest challenges of any leadership entity or environment is to validate, recognize, and uncover an individual or individuals who have what it takes to be true leaders, as well as the intelligence and intellect to impact an organization.

Does a leader need to be the smartest person in the room?

Can an organization prosper without intelligent leadership?

How does a company or organization establish a legacy of leadership that makes learning and intellect a priority?

Does the cult of the Personality or Charismatic Leader stifle the development of an intelligent and intellect driven company or organization?

LEADERSHIP LEGACY

In my last newsletter. I began a discussion around the idea of leaving a leadership legacy that others could value, duplicate or replicate. ""Beginning With the End in Mind" around a foundation of how one defines a leader as well as one's idea of "What is "Good or Great leadership" are critical points of how an organization, company or school should consider or investigate the possibility of curating leadership legacies.

Furthermore, identifying our leadership biases and prejudices as well as the type of legacy an organization or other entity would want a leader or leadership team to leave play vital roles in whether that organization or entity is serious about the creation of positive leader and leadership legacies.

True leaders, leadership teams, and leadership legacy builders must embrace the value of discernment, diverse/innovative thinking, and the psychological safety of all as key parts of any efforts to sustain the impact of leadership excellence.

Previous article: "Curating a Legacy or Leadership" See and Share- link- https://www.dhirubhai.net/pulse/curating-leadership-legacy-begin-end-mind-tony-gabriel-be5nc/?trackingId=ZBp94nudZIPbzLIhsaBp8g%3D%3D

Leadership Intelligence and Leadership Intellect

Some might agree or argue that leadership intelligence might often be considered an oxymoron in today's business, political and organizational climates. However, one must look at the differences between intelligence and intellect to get a clear vision of how leaving a Leadership Legacy of Intellect might evolve or develop in a particular organization or business.

Embracing a philosophy of leadership that values and demonstrates knowledge and intelligence would seem to make sense but, unfortunately, it is often a secondary consideration to popularity, personal connections, and wealth/power when leadership candidates or teams are selected.

Leadership intelligence speaks to the idea of how a leader or leadership team uses the sum of their knowledge bases as well as the knowledge bases of others to advance or impact their performance as well as the performance or success of their organization, company or business.

Leadership Intellect focuses on the particular and or unique abilities of a leader or leadership team to use their own creativity and mindsets to activate their intelligence bases beyond what is already known to a level that triggers new and innovative learning, thinking, or processes.

Author Jim Collins in his groundbreaking book "Good to Great" -speaks of Level 5 Leadership - a five level hierarchy of executive capabilities which outline a formula to "Developing Leaders " that see leadership as a task to produce sustained results that set up their successors for even greater success in the next generation."

For me, Level 5 leadership gives birth to the possibility of building a Leadership Legacy of Intellect that values the intellect of others more than the leaders value themselves. This is a necessary and critical aspect of true legacy building no matter the business, organization, or industry.

Sustaining a Legacy of Leadership and Intellect requires from a leader, leadership team or organization a will and ability to embrace, challenge and seek new ideas and opportunities to welcome needed change, while at the same time utilizing and implementing the current knowledge bases and skills already evidenced that have a demonstrated and successful track record.

Howard Gardner and his theory of Multiple Intelligences featured in his book "Frame of Mind"(1983) presented the idea that our intelligence is not fixed. He believed that we all are born with different levels and degrees of intelligence that can't just be measured by one set of data and must be considered as a collection of various mindsets and abilities.

Gardner's "Interpersonal and Intrapersonal Intelligences are key building blocks for creating an atmosphere for a leadership legacy of intellect that sees intelligence as an ongoing and fluid transition from the known to unknown which in turn allows for innovation and discovery. Emotional intelligence, psychological awareness, and psychological safety are also critical pieces to constructing a pathway to ensuring a leadership legacy of intellect.

True leaders and leadership teams demand and advocate that everyone's intelligence and intellect be a welcomed and necessary partner in securing the long-term future and sustainability of a company, business, organization or school.

The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there.”?—John Buchan

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