Narrative leadership is interpreted as the leader who aspires to construct leadership by telling stories. Leadership is a task of persuasion, of winning people’s minds and hearts. Storytelling is thus inherently suited for the task of leadership. Learn about the narrative leadership style and how to use this style to inspire and motivate followers or to manage change.
Narrative leadership is interpreted as the leader who aspires to construct leadership by telling stories. Because our lives are comprised of and lived in stories, leadership can be more effective when we take into account what those we lead are saying. The premise of narrative leadership is that storytelling has a significant role in leadership and organizational rationality. Narrative Leadership refers to the use of stories and narratives to increase employee morale, create a shared need to produce change, and lead collaboration. These stories, whether focusing on how the organization encountered and overcame difficulties or how it seizes new opportunities, are all designed to create a shared vision for those who are at present with the organization or those who will be employed in the future.
This means careful listening to the history and determining the boundaries erected by a story. Narrative Leadership is the willingness to learn the storied history of people and their organization then deliberately and cooperatively using those stories to fashion a future.
The breakthrough of the narrative approach in leadership and organization studies took place roughly two decades ago. Its theoretical underpinnings stem from the narrative paradigm, which says that all human beings are storytellers (homo narrans). Stories are engaged with power in organizations. Alongside knowledge, values, and emotions, stories convey leadership influence by mediating and shaping organizational reality. According to Bruner (1991), “most of our knowledge about human knowledge-getting and reality-constructing is drawn from studies of how people come to know the natural or physical world rather than the human or symbolic world.”
The application of the idea of constructing human and symbolic reality in David Boje’s study on narrative leadership (1991) became a kind of milestone in this field. He studied the dynamics of storytelling in a large office-supply firm and illustrated how people make sense of organizational storytelling. His empirical study indicated the potential of stories for leadership; and since the early 1990s, the discussion about storytelling and narrative leadership has meandered and increased greatly.
Storytelling leadership has become more popular in academic texts and particularly in normative texts that treat stories often instrumental in inspiring and motivating followers or to manage change. It is thus seen as a “managerial tool”. The stories make sense in the organizational flow, which takes place discursively in social interaction, both on formal and informal occasions.
Narrative leadership is a method and as such adaptable to all organizations. Generally, the term means two things. The first is to create or introduce change by relating the change initiative to stories. The second is to see that an organization has a story or stories that define it. In this use, before any change is initiated the leader will determine those stories and how they may impact what is proposed. Narrative leadership can be used in any organization. It is best used where change can take effect over time.
The Leader's Guide to Storytelling: Mastering the Art and Discipline of Business Narrative by Stephen Denning (2011)
“Level 5 Leadership”, this term was coined by Jim Collins in his book “Good to Great” and it is all about achieving "Greatness" as a leader. This article will explain what we mean by Level 5 Leadership and what the characteristics of a Level 5 leader are. What it takes to achieve greatness as a leader, and what are the steps and strategies that one can use to move up to this top level of leadership.
Have you ever resonated that there seem to be as many different ways to lead people as there have been great leaders? When we recall the success of Mahatma Gandhi, Nelson Mandela, Abraham Lincoln, Napoleon Bonaparte to Steve Jobs and Jack Welch, we also notice that they all used different approaches that were suitable to their specific situations and circumstances. Over the last century, researchers and psychologists have developed simple ways to describe the “Styles of leadership” and in this section, we will explore these commonly known leadership styles.
Narcissistic leadership is a leadership style in which the leader is only interested in him. Narcissists are good for companies that need people with vision and the courage to take them in new directions. Such leaders sometime might be highly successful, but is it a style to be followed. Learn the various types of narcissistic leadership and the characteristics of such leaders.
Authentic leadership is an approach to leadership that emphasizes building the leader's legitimacy through honest relationships with followers which value their input and are built on an ethical foundation. The authentic leader acts upon his or her values and beliefs, and inspires others to do the same, is committed to know and develop oneself. Are you committed to developing yourself; know your motivations and the purpose of your leadership? Read this article to know more about authentic leadership style and discovering your authentic self.
This style is characterized by leaders making decisions for others and expecting followers to follow instructions. The directive leader is adept at giving instructions, setting expectations, and establishing timelines and performance standards. However, it is possible for the same leaders to display both directive and supportive behavior as per the demands of the situation.
Participative leadership is one of the most effective styles and creates higher productivity, better contributions from group members, and increased group morale. The democratic leadership style consists of the leader sharing the decision-making abilities with group members by promoting the interests of the group members. Learn more about this leadership style and situations when it is effective.
Laissez-faire is a style of leadership that affords the group members a great deal of independence. Tasks are delegated to the group members and they are responsible to see the project through to fruition. Research has shown that this style of leadership leads to the lowest levels of productivity. This article explains this style and covers the implications of having a hands-off approach and the situations where this style could be effective.
Emergent leadership occurs when a group member is not appointed or elected as leader, but rather that person steps up as the leader over time within-group interactions. Have you ever faced challenges in getting accepted into your new role of position as a leader? Groups don't automatically accept a new "boss" as a leader. Emergent leadership is what you must do when taking over a new group. Learn more about emergent leadership.
We define Lean as the systematic elimination of waste through a continual effort to decrease inefficiency; the lean leader strives to create a more efficient organization. Lean leadership is a philosophy. It is a consistent way of thinking and being in your role as a leader. The focus of this approach is on raising new leaders and help their team embrace a culture of continuous improvement. Learn what we mean by lean leadership style and its principles.
There are four characteristics of leadership that help us to understand the character of leadership as a concept. 1. Leadership is a process, 2. Leadership involves influence, 3. Leadership always occurs in a group context and 4. Leadership involves goal attainment. These are the four components that make up the character of the 'leadership' term and help us to define the leadership concept. All of these components of leadership have common characteristics.
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