The future of Leadership (and also Management) continues to be debated. It is widely recognised that things cannot remain as they are. We are in a challenging era and we need organisations to be more effective (not necessarily efficient), to be better places to work and to be sustainable. Up until now, these have mainly not been attainable apart from in a few organisations. These few do, however, show that what we are all striving for is in fact possible. The question is, how on earth do we get there?
There are professional bodies that see themselves as the custodians of Leadership or Management. Are these the bodies to take things forward? In fact, should there be representative bodies at all? The problem is that we are trying to paint a picture of the future which a) obviously does not exist b) which we wish to be different from the present.
This means that if we use the current knowledge and models from any existing sources then we are likely to be interpolating in order to create the future. Even current management thinking tells us to be wary of this. Surely what we desire is a way of extrapolating from what we already know. Fans of Douglas Adams will only be too aware of how the ‘Infinite Improbability Drive’ was extrapolated from an exceedingly hot steaming cup of coffee in The Hitchhikers Guide To The Galaxy (please read it if you have not already done so). If Douglas Adams had interpolated then he might have just created a frothy Latte rather than an ‘Infinite Improbability Drive’.
So what does this mean for Leadership? In terms of concrete actions, I am not entirely sure. However, to find out I believe that we need to paint a picture of the future which does not have to be complete fantasy. It should, however, not be limited by current thinking. This should maybe focus on organisational structures (or not), behaviours and the ways in which employees communicate as well as the requirements of organisations. The let us consider how we get there.
We should not throw away what we already know. Neither should we accept an interpolated future just because there are aspects that we are unclear about. If there are no Leadership and Management models then let us invent them. If we do not like the language used then let us create new language. Even if we cannot do that, let us experiment and create a prototype of the future which others can borrow or add to.
The danger is that this will be seen as too high a price to pay for creating a brighter future. What price are you and your organisation prepared to pay?