I pride myself as one who works very well with others. I am able to put differences of opinions, personalities, beliefs, or anything else aside for the sake of accomplishing a task. Little did I realize, that all of these years I have been engaging in something very important to being a great leader. Denning (2011) suggests the interactive leader is one who is different than the traditional command-and-control leader. The major distinction of an interactive leader is an increased capability to make a connection to those following. Picture a leader who tries to give direction from behind a desk. Now, try to picture a leader giving direction while working together with those he leads. Who is more likely to be an effective leader? Denning (2011) discusses several dimensions regarding what it takes to be an interactive leader.
- The interactive leader works with the world rather than against it. I used to work alongside some managers who believed ruling with an iron fist was the most effective way to get their subordinates to perform. I observed and cringed at this style because it never felt natural to me and seemed counterproductive. Subordinates would despise these managers and do everything in their power to make things difficult. They simply did not respect them or go out of their way to help. I believe there is a time and a place for one-way communication and strict direction, however, I view it as the exception and not the rule.
- Interactive leadership both adds and subtracts elements from the leadership pallette. This validates what I have always believed about the importance of interaction. It adds new capabilities of leading all while removing the negative techniques of manipulation and winning at all costs. Interactive leadership naturally results in the leader to trust and be trusted.
- Interactive leadership builds on personal integrity and authenticity. Respect and trust is earned through being honest, transparent, listening, and genuinely caring. It is a simple formula really with a “do unto others as you would have them do unto you” mentality. A leader’s actions, whether positive or negative, will eventually be reciprocated in the same fashion by his followers.
- Interactive leadership doesn’t depend on the possession of hierarchical authority. Anyone and everyone can be an interactive leader. This applies to the CEO of a Fortune 500 company or an intern fresh out of college. The key is someone wanting to work with others to make things better.
- Interactive leadership benefits from an understanding of the different narrative patterns that can be used to get things done in the world. Telling stories and understanding narrative theories will only help leaders achieve their goals. Telling stories may seem easy and may even be easy for some, but that does not mean they are being told properly or effectively. Learning how to be an effective storyteller simplifies the storytelling process.
I believe the key message Denning is trying to provide is that interactive leadership is not only different but vital and “entails active participation in the world rather than detached observation” (p. 271). The three dimensions that jumped off the page and spoke to me were working with the world, building on personal integrity and authenticity, and hierarchical authority is not required. Working with the world comes naturally to me. I am fortunate to have a personality and desire to want to work with those around me. Manipulation and control are methods I find uncomfortable and avoid at all costs. Personal integrity and authenticity are essential to me because I believe you get what you give. People eventually see through deception and someone trying to pretend to be something they are not. So why not be me and speak the truth? It is not only the right things to do, but it saves aggravation in the long run. Finally, knowing hierarchical authority is not required to engage in interactive leadership is encouraging to read. This is something I have believed for quite a long time. I always try to interact and make improvements in my organization, regardless of where I stand in the chain of command. I go to work every day looking for ways to improve myself and my organization. Denning (2011) speaks to my way of thinking in saying “anyone and everyone who can help clarify the direction or improve the structure, or secure support for it, or offer coaching that improves performance is providing leadership” (p. 271). These dimensions are important to me personally and I feel I can relate to them because I live them. I truly believe in these dimensions and I was not even aware of them until this assignment. So it is comforting to know that how I live and work, who I am as a person, how I treat others, are all important measurements of being a great leader.
Denning, S. (2011). The leader’s guide to storytelling: Mastering the art and discipline of business narrative. San Francisco, CA: Jossey-Bass.
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