Rereading the Leadership Classics
Eric McNulty
Crisis and Change Leadership Educator, In-Person and Virtual Keynote Speaker, Author, and Mentor
Given recent events, I think there will be reexamination of what it means – and takes – to lead. I know that I am reflecting on some of the assumptions I have had about organizations, what happens inside them, and who people want to follow. While it is always good to look for new voices, I also like to revisit classics that have informed my thinking.
Here are three people whose work I have found provides enduring wisdom. There are more, but I promised that each week I would deliver a short read. That means there is plenty for the weeks ahead. The Stoics come to mind.
Peter Drucker gave us some of the foundational concepts of modern management such as management by objectives (the one concept I recall clearly from my undergraduate management courses). I continue to look to Drucker as he was more interested in how humans interact in organizations than business models or the mechanics of how businesses work. Human dynamics transcend trends. Among my favorite of his quotes is, “The task of management is to make people capable of joint performance, to make their strengths effective, and their weaknesses irrelevant.”
Drucker on Leadership is a good collection of essays. Drucker most often wrote about management, not leadership per se, though what falls under each designation has always been somewhat fluid.
Warren Bennis is one of the true pioneers in what we now think of as leadership. I had the pleasure of meeting him several times, and he was as gracious as he was insightful. Like Drucker, Bennis was most interested in people, particularly in groups and teams. He foresaw that hierarchies would become less dominant as work evolved in the post-industrial economy. The Bennis quote I’ll share is this: “Good leaders make people feel that they are the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens, people feel centered and that gives their work meaning.”
On Becoming a Leader is Bennis’ best-known book. I suggest The Essential Bennis as a great place to begin exploring his work.
Mary Parker Follet is much less known (except to those in the know) though she is someone who inspired and informed the thinking of both Drucker and Bennis. She pushed back against industrial hierarchies back in the 1920s and is the originator of the concept of power with rather than power over as the true magic of leading. One of my favorite Follett quotes is, “The most successful leader of all is the one who sees another picture not yet actualized. He sees the things that are not yet there... Above all, he should make his co-workers see that it is not his purpose which is to be achieved, but a common purpose, born of the desires and activities of the group.”
A good overview of Follett’s thinking can be found in Mary Parker Follett: Prophet of Management: A Celebration of Writings from the 1920s.
Parker Follet was initially a sensation. Then her writings were nearly lost. She fell out of favor as more top-down Masters of the Universe business thinking dominated the lead up to and then after WWII. I’m afraid that’s exactly what’s reemerging now.
Reflecting on the places I’ve worked, for better and worse, as well as the leader and educator I’ve tried to be, I can see why the themes of common purpose and shared achievement found in Drucker, Bennis, and Follet’s work resonated. I’ll turn to them for wisdom again now.
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Doctorate in Business Adminstration: Crisis Governance: Board & Executive teams in crisis. Work: Certified Emergency Management, Business Continuity, Education
1 周Very engaging post, Eric and there is always value to revisiting the foundational works. Your suggestions were all in my lit review examining leadership in crisis. I would add “Leadership Agility” by Ron Meyer & Ronald Meijers https://www.routledge.com/Leadership-Agility-Developing-Your-Repertoire-of-Leadership-Styles/Meyer-Meijers/p/book/9781138065109
Business Continuity & Disaster Recovery Analyst
1 周Another great read, Eric. This makes me think of how effective different leadership styles are based on their social contexts (for example, crisis vs. non-crisis) and the subsequent needs that arise during those contexts. My favorite leadership style is servant leadership (originally coined by Robert K. Greenleaf), as it prioritizes the growth, well-being, and development of the people one serves rather than some of the more traditional models that focus on power, authority, and control. However, I wonder how effective this leadership style would be in, for example, the response phase of a crisis, where quick, decisive actions need to be made with less time for group decision-making.
Environmental Emergency Manager | Connecting people, ideas, and resources across communities
1 周Thank you for spotlighting the leadership insights of Mary Parker Follett. I was not aware that Follett originally introduced the concept of “power with” versus “power over” - underscoring collaboration, shared accountability, and mutual respect as cornerstones of effective leadership. I first became familiar with this concept through Dr. Brené Brown’s research. Brown’s work illustrates how power with enables greater creativity, innovation, and collective resilience. She also translates her research into actionable strategies for fostering trust and connection within teams. I keep this quick reference tucked into my daily journal: https://brenebrown.com/wp-content/uploads/2020/10/Values-and-Power_WebsiteDownload.pdf It’s nice to see how Follett’s ideas have been validated and expanded upon by contemporary researchers.
Advisor | Analyst | Motivational speaker | Keynote speaker | TEDx | Podcaster | Storyteller | Survivor | Advocate
1 周Thanks for sharing these Eric McNulty. I appreciate this reminder that people are the heart of any organization. It’s something I’ve been reflecting on a lot lately. I recently had an experience where it was clear that I—and the rest of the group—weren’t being seen as people who needed to be communicated with. It left me wondering, ‘Why are we being treated as peripheral to the mission when we are the very reason it exists?’
Entrepreneur & Advocate | Empowering Military Families Through Healing
1 周Senator Elizabeth Dole has been an enduring source of wisdom for me, especially in how she leads with empathy, purpose, and a relentless focus on serving others. Her ability to unify people around shared goals while staying grounded in her values has shaped my own approach to leadership. From her advocacy for caregivers to her steadfast belief in the power of service, she’s a reminder that real leadership is about lifting others up and creating lasting impact.