The dynamics of leadership

The dynamics of leadership This article reflects on the need for dynamic leadership. An organisation's functionality is dependent on the intellectual, emotional and physical energy which the people involved in the organisation are willing to contribute. The process of energy release is determined mainly by two concepts: vision and mission. A vision is inextricably linked to a strategy. Leadership plays an essential part in the realisation of an organisation's vision and mission. In this article different leadership models are discussed. Autocratic leadership is critically analysed. Dynamic leadership, which encompasses inspirational and imaginative leadership is discussed. The community of faith and society both have a life-long need for inspirational leadership. 1 THE NECESSITY FOR LEADERSHIP An organisation’s functionality is dependent on the intellectual, emotional and physical energy which the people involved in the organisation are willing to contribute. The process of energy release is determined mainly by two concepts: vision and mission (Garratt 2000:68-70). Vision refers to a picture with some implicit or explicit commentary on why people should strive to create that future (Kotter 1996:68). A vision is an image of what the organisation will be like in future if it wants to fulfil the purpose for which it was established. It is the vision that dictates the general pace of change for the future. It is a dream which inspires and motivates people in and around the organisation to achieve the goals of the organisation, even if the initial steps are personally painful. Through this process a vision creates a channel for people’s energy and aspirations. A vision helps to co-ordinate the actions of different people (Kotter 1996:68-75). A vision is inextricably linked to a strategy (Garratt 2000:86-93). The strategic process focuses on the integration, riskassessment, and balanced decision-making processes at the centre of the organisation’s learning (Garratt 2000:80). Strategy provides both a logic and a first level of detail to show how a vision can be accomplished (Kotter 1996:71). It is not sufficient to create a vision: the vision also has to be communicated so that it becomes an organisation’s way of life.