The Leadership Principles of Colin Luther Powell - Research Paper Example

The Leadership Principles of Colin Luther Powell This paper explores the concept of leadership, based on available literature. Specifically, it shall discuss the principles of leadership that General Colin Powell lives by, as he is an acclaimed leader in his field. This is followed by personal views on leadership by the author. Outline I. Background of Colin Luther Powell A. Education B. Professional Career II. General Concept of Leadership According to Literature A. Some Theoretical Definitions B. Some Models of Leadership III. Powell’s Leadership Principles IV. Conclusion: Personal Views on Leadership The Leadership Principles of Colin Luther Powell I. Background of Colin Luther Powell Colin Luther Powell was born in Harlem in 1937 of Jamaican heritage. From childhood, his parents have instilled in him the importance of education and personal achievement (Academy of Achievement, 2009). Powell took this to heart as he continuously reaped awards as an outstanding soldier of war, taking him higher and higher in a position of military and political authority. Hughes, Ginnet & Curphy’s (2009) criteria for leadership namely: “the ability to solve problems and make sound decisions; local / functional know-how ( understanding finance, operations, logistics, sales, or how things work in different countries); and the ability to get things done through others.” (p. 92) are all exhibited by Powell throughout his military and political career. A. Education After graduating from high school in the South Bronx, Powell entered the City College of New York to study Geology. It was in college when he took interest in military activity when he joined the Reserve Officers Training Corps (ROTC). He graduated in 1958 at the top of his ROTC class as the cadet colonel, the highest rank in the corps. He earned his MBA from the George Washington University in Washington, D.C. Even as he climbed upwards in his professional career, Powell kept studying, finishing another degree at the Army War College, gaining him more knowledge, skills and credibility as a distinguished military officer and political figure (Academy of Achievement, 2009). B. Professional Career As a soldier, Powell successfully served two tours of duty in the Vietnam War from 1962-63 and 1968-69 where he became a multi-decorated soldier from his feats of bravery. All in all he received 11 military decorations including the Purple Heart award, the Bronze Star, the Soldier’s Medal and the Legion of Merit (Academy of Achievement, 2009). He held important military and civilian positions before becoming the national security adviser to President Ronald Reagan in 1987. He served under different presidential terms while enjoying military promotions until he finally reached the rank of four-star general in 1989 and named chairman of the Joint Chiefs of Staff later that same year. He was the first black officer to hold the nation’s highest military post (Ambler, 2006). As Secretary of State to then President George W. Bush, Powell actively took a leading role in rallying American allies for military action in Afghanistan following the terrorist attacks of September 11, 2001 (Academy of Achievement, 2009). Currently, General Colin Powell serves as the Secretary of State under the presidency of the incumbent President Barack Obama. II. General Concept of Leadership According to Literature A. Some Theoretical Definitions Leadership has been a subject of interest for various groups for the longest time. Great leaders have been analyzed on the basis of their character and leadership styles. Many have gone to gain prominence in their respective fields and some have remained in the background while the groups they have led are celebrated for the extraordinary skill or action they have exemplified. Clark (2008) defines leadership as follows: “Leadership is a process by which a person influences others to accomplish an objective and directs the organization in a way that makes it more cohesive and coherent. Leaders carry out this process by applying their leadership attributes, such as beliefs, values, ethics, character, knowledge, and skills” (para.3). Hughes, Ginnet & Curphy (2009) claim that leadership is interactive – a social influence process that is shared among all the members of the group. This means that it is not restricted to the influence brought on by the assumed leader, but his followers are likewise part of the leadership process too. To be an effective and successful leader, one should have moral purpose, an understanding of change, adeptness in building relationships, creation and sharing of knowledge, and ability to see coherence in complexity. These five components of leadership altogether ignite energy, hope and enthusiasm in the whole institution, and invite members of the organization to pledge their commitment to the leaders’ purpose. In effect, more good things happen for the institution, and bad things are lessened if not prevented (Fullan, 2004). B. Some Models of Leadership Much research has been devoted to the topic of leadership. Yukl (2006) presents a comprehensive collection of studies on leadership, identifying various approaches to leadership. The behavior approach studies the leader’s typical pattern of behaviors to manage and lead. The power-influence approach takes on a more leader-centered perspective in that power is used not only to manage subordinates but also to influence peers, superiors, and even people outside the organization. The situational approach sees leadership as affected by contextual factors such as characteristics of followers, nature of the work performed, type of organization, and the nature of the external environment. Finally, the integrative approach involves more than one type of leadership variable and incorporates other perspectives of leadership (Yukl, 2006). According to Kouzes and Posner (2007), people seek several traits in a leader they can follow willingly. They have developed a model for effective leadership called Five Leadership Practices. Their research has yielded evidence that when effective leaders followed these five basic practices, they become successful in achieving the results they want from their followers. They leaders said they challenged, inspired, enabled, modeled and encouraged their followers. V. Powell’s Leadership Principles: Having proven himself as a very effective leader, Colin Powell shares his leadership secrets, driving the truth of leadership down to realistic situations like how leaders manage conflicts and accept and adjust to hard truths. “Being responsible sometimes means pissing people off.” Leadership is not about getting people to like you. It is getting things done and fufillling goals, no matter what. Some people may not like it if they lose the opportunity to shine in certain decisions the leader has to make. Harari (1996) says trying to please everyone is a sign of mediocrity because one would avoid tough decisions like confronting people who need to be confronted. The longer one procrastinates in confronting difficult people and making difficult choices in the guise of being “nice”, the longer it takes to progress towards organizational goals. “The day soldiers stop bringing you their problems is the day you stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership.” Clark (2008) agrees with a study reported by Lamb and McKee (2004) that concludes that the most important keys to effective leadership are trust and confidence as well as effective communication. Having trust and confidence in a capable leader was shown to be a reliable predictor of employee satisfaction in an organization. These employees are assured that they are in good hands and that there are safely on a journey aboard a tight ship run by an efficient captain. Harari (1996) claims that effective leaders create environments where blame is replaced by problem analysis. “Don’t be buffaloed by experts and elites. Experts often possess more data than judgment. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world.” This principle is closely linked to another principle which states: “Fit no stereotypes. Don’t chase the latest management fads. The situation dictates which approach best accomplishes the team’s mission.” No theory is as important as first hand experience. Powell advises leaders to trust their own judgment and wisdom in the face of adversity in real-life situations than rely on theories learned in the classroom. Each situation has its own factors to contend to which may not be considered by even the experts. “Don’t be afraid to challenge the pros, even in their own backyard.” This is closely linked to this principle: “Never neglect details. When everyone’s mind is dulled or distracted the leader must be doubly vigilant.” Although experts have established conclusive evidence on some theories, a good leader does not leave any stone unturned. He has an unceasing drive for knowledge and likewise encourages everyone’s evolution (Harari, 1996). According to De Vries (1998), charismatic leaders display dissatisfaction with the status quo; they are restless and energetic; they are action oriented; their discontent pushes them into searching for new opportunities; they are entrepreneurial, impatient, and gifted at articulating a strategic vision, making the big picture seem within reach of their followers. They are also very gifted at building alliances and making people feel special. For such leaders, change is one constant thing in their life and they are quite comfortable welcoming it. “You don’t know what you can get away with until you try.” Harari (1996) contends that good leaders go ahead and do what they think is best without waiting for official blessing to try things out. They proceed with caution although ready to face calculated risks. “Keep looking below surface appearances. Don’t shrink from doing so (just) because you might not like what you find.” Part of effective leadership is keeping one’s eyes constantly open even when circumstances are not favorable. Leaders are always vigilant in keeping their groups smooth sailing, and if there’s a suspicion of a possibility that will hinder it, they are out to investigate. If the hindrance is established, leaders find a way to eliminate it. “Organization doesn’t really accomplish anything. Plans don’t accomplish anything, either. Theories of management don’t much matter. Endeavors succeed or fall because of the people involved. Only by attracting the best people will you accomplish great deeds.” This principle is closely linked to Principle # 13 which states: “Powell’s Rules for Picking People: Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also look for loyalty, integrity, a high energy drive, a balanced ego, and the drive to get things done.” Effective leaders choose people in their team well. Not only do they look for talent and skill, but virtues and character that agree with the philosophy and values of the organization. When these conditions are met, commitment and dedication to the organization and the pursuit of its goals are harnessed more easily. “Organization charts and fancy titles count for next to nothing.” This principle is closely linked to Principle # 10 which states: “Never let your ego get so close to your position that when your position goes your ego goes with it.” Titles are not automatically equated to power unlike the capacity to influence and inspire. People yield more easily to those who possess the ability to motivate them rather than those who merely flash a badge of authority. Leaders must understand that they are not in a position of authority forever. They must objectively do what they can while they can and maintain a humble disposition. When their reign is over, they do not grieve over letting go of personal attachments to their title. “Perpetual optimism is a force multiplier.” The strength of an organization, especially in times of crisis, usually comes from the leader. When the leader exudes enthusiasm and optimism, its ripple effect will be felt down the line. Unfortunately, the same goes for cynicism and pessimism. Leaders who keep complaining and blaming encourage the same behaviours from their followers (Harari, 1996) “Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand.” A good leader has a clear vision of where he is going and sets directions to others towards that vision. He collaborates with other people regardless of their backgrounds on ways and means to reach their goals and not focus the authority on himself. In doing so, he empowers them to be confident in their abilities and motivates them to welcome challenges and opportunities. Because of his positive influence, he gains the respect of everyone to follow his lead while pursuing a common mission for the growth and development of the organization (Leithwood & Riehl, 2003). “Part I: Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired. Part II: “Once the information is in the 40 to 70 range, go with your gut.” Harari (1996) interprets this principle as leaders should not take action if their probability of success is less than 40 percent, however, they need not wait until they are 100 percent sure of success because by then, it might be too late. A leader should also learn to trust his gut instincts especially when he has gained enough information of achieving success. “The commander in the field is always right and the rear echelon is wrong, unless proved otherwise.” A leader’s privilege is the assumption of being right unless proven otherwise. In that position, a leader must be careful to prove that he is indeed correct in his strategies, however, when proven wrong, must be humble enough to accept it and is prepared to do reparation. This principle of Powell also refers to power and influence bestowed on a leader. Hughes, Ginnet & Curphy (2009) distinguish one from the other. “Whereas power is capacity to cause change, influence is the degree of actual change in target person’s attitudes, values, beliefs, or behaviors. Influence can be measured by the behavior or attitudes manifested by followers as the result of a leader’s influence tactics” (p. 136) “Have fun in your command. Don’t always run at a breakneck pace. Take leave when you’ve earned it: Spend time with your families. Corollary: surround yourself with people who take their work seriously, but not themselves, those who work hard and play hard.” Powell takes his job as a leader seriously, however, it does not rule his life. He recommends leaders to adopt work-life balance, as there are priorities in life that need the same if not more attention. “Command is lonely.” Finally, Powell gives leaders the hard truth that it is indeed lonely at the top. The demands of leadership might take its toll on one’s personal and professional life. It takes a lot of sacrifice, and even as one becomes successful in creating an informal, open, collaborative organizational culture, something has to give (Harari, 1996). IV. Conclusion: Personal Views on Leadership Reading Powell’s principles of leadership has given me a more “down-to-earth” understanding of leadership. His credibility as a leader has been proven by his vast experiences leading his troops to victory and the efficient and cordial approaches he implements while in public office. He presents a no-nonsense, practical and realistic view of leadership that I realize I have always adhered to, but was not even aware of it. I just found myself agreeing to his principles. Powell’s principles cover everything that affects a leader while he is in authority. It delves on conflicts, strategies, management of people and even self-management. It gives much importance to learning from experience and to adjusting to existing circumstances over theoretical knowledge. Powell pushes leaders to keep learning and not put a ceiling to what he can do for his group. To conclude, let me share my own concept of what a good leader should be. It complements the leadership principles advocated by Powell. For me a good leader has a clear vision of how an institution should be. He is equipped with the knowledge and skills of how to get there, complemented by a positive attitude and high emotional intelligence in handling people. He does not see himself as central in the process of change but shares his leadership with key people like his members who directly affect the institution. His caring, considerate and sensitive attitude is oriented towards the growth and development of the members and the institution itself. References Ambler, G. (2006), The Leadership Secrets of Colin Powell, The Practice of Leadership, Retrieved on February 6, 2010 from http://www.thepracticeofleadership.net/2006/07/18/157/ Clark, D. (2008) Concepts of Leadership in Hutter, A.D. (1982) Poetry in psychoanalysis: Hopkins, Rosetti, Winnicott. International Review of Psycho-Analysis 9, 303-16. Retrieved on February 7, 2010 from http://nwlink.com/~donclark/leader/leadcon.html Fullan, M. (2004) Leading in a Culture of Change Personal Action Guide and Workbook. Jossey-Bass Harari, O. (1996) Quotations from Chairman Powell: A Leadership Primer, Retrieved on February 6, 2010 from http://govleaders.org/powell.htm Hughes, R.L., Ginnet, R.C. & Curphy, G.J.(2009) Leadership: Enhancing the Lessons of Experience. McGraw-Hill. Leithwood, K.A. & Riehl, C. (2003) What We Know About Successful School Leadership. NCSL. Kouzes, J. & Posner, B. (2007). The Leadership Challenge, 4th edition. San Francisco, Ca: Jossey- Bass Yukl, G. (2006) Leadership in Organizations. Prentice-Hall Read More