Failure to do so and attempting to maintain the status quo in the face of organizational diversity demonstrates immobility within an organization and this reflects greatly on the leadership of the organization. Sample emphasizes that the leader should first and foremost listen and then talk later on. Sample also emphasizes the fact that while experts are useful, the discernment of the individual in the role of leadership is to be valued just as highly as the opinion of experts. It is important according to sample for the leader to understand that they cannot actually run the entire organization on their own but instead they are able to lead individuals who are willing to follow and this when combined creates the drive and depth to the organization the leader is heading. Sample highlights the fact that originality and the wherewithal to attempt to defy convention when convention no longer works are characteristics of strong leadership in the organization.
IV. REASONS for SUPPORT of SAMPLES WORK
Steven B. Sample, in his work The Contrarians Guide to Leadership takes a fresh look at the methods that are most likely to result in effective leadership in todays organization and voices the opinion that traditional methods are not always the optimal method for the leadership in the organization to pursue. Sample is clear that leading does not necessary mean the mass following of the organization as a whole, but instead involves leading individuals whose effort and mindset combined results in the organization growing and moving forward.
How many times has the leadership and employees of an organization refused to consider a new method because “that is not the way we do things around here”? This viewpoint however must be set aside because with the new technology and know-how in todays organization had the view as previously stated held firm many of the modern efficiencies realized by the organization in todays world would be unrealized and thereto would be the failure of organizations to move forward in becoming more productive, more environmentally friendly, more gender-equitable in employment practices.
The refusal of the leadership in an organization to consider change and view the possibilities that are outside of the realm of tradition cannot bode well for the organization and its survival, sustainability and ultimately profitability. Samples common-sense gut instinct non-traditional view of leadership is one that fills in the blanks for many leaders in todays organizations who have been bound traditionally to unworkable models of leadership in the organization.
Frost, Mike (2002) the Contrarians Guide to Leadership – Books in Brief – Brief Article – Book Review. Online available at http://findarticles.com/p/articles/mi_m3495/is_5_47/ai_86053675/print?tag=artBody;col1
The Contrarians Guide to Leadership (nd) University of Southern California – University President. Online available at http://www.usc.edu/president/book/
Robertson, John Ed (2008) the Contrarians Guide to Leadership – Book Review. The Navigators. Online available at http://www.navigators.org/us/ministries/metro/Metro_Tools/items/Book%20Reviews/items/the%20Contrarians%20Guide%20to%20Leadership
Rowe, Alan J. (2004) Creative Intelligence, Leadership and the Challenge of the Future. 28 May 2004. FT Press. Online available at http://www.ftpress.com/articles/article.aspx?p=170893.