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Introduction to Being a Leader and the Effective Exercise of Leadership

Werner ErhardMichael C. JensenKari L. Granger

其他書名	An Ontological Model (PDF File of PowerPoint Slides).
出版	SSRN, 2015
URL	http://books.google.com.hk/books?id=9lzbzwEACAAJ&hl=&source=gbs_api

註釋*See: http://ssrn.com/abstract=1511274 http://ssrn.com/abstract=1542759 http://ssrn.com/abstract=920625 http://ssrn.com/abstract=932255 The Underlying Theory of the Course: Part III -- Ontological Constraints • Ontological Constraints: Having distinguished what it is to be a leader, and what it is to exercise leadership effectively, as a context that has the power to give students the being of a leader and the actions of effective leadership as their natural self-expression, we provide students with exercises that allow them to become aware of and remove the ontological perceptual and functional constraints imposed on their natural self-expression. • Ontological Perceptual Constraints: The source of our ontological perceptual constraints is our network of unexamined ideas, beliefs, biases, social and cultural embeddedness, and taken-for-granted assumptions about the world, others, and ourselves. These ontological perceptual constraints limit and shape what we perceive of what is actually there in the situations with which we are dealing. As a consequence, if we do not remove these perceptual constraints, then in any leadership situation we are left dealing with some distortion of the situation we are actually dealing with. • Ontological Functional Constraints: In everyday language the behavior generated by an ontological functional constraint is sometimes referred to as a “knee-jerk reaction”. Psychologists sometimes refer to this behavior as “automatic stimulus/response behavior” - where, in the presence of a particular stimulus (trigger), the inevitable response is an automatic set way of being and acting. From a neuroscience perspective, many ontological functional constraints could be termed amygdala hijacks. When triggered in a leadership situation, one's ontological functional constraints fixate one's way of being and acting. Saying the same thing in another way, these ontological functional constraints limit and shape our opportunity set for being and action. As a consequence, the appropriate way of being and appropriate actions may be, and in fact often are, unavailable to us. • Thus, gaining access to being a leader and the effective exercise of leadership requires that we loosen the grip of these debilitating Ontological Constraints. Or to put it more simply, we must take away what is in the way of our being a leader and exercising leadership effectively. For the pre-course reading assignment see: http://ssrn.com/abstract=1513400 And for the full 1000 pages of the course material used in the Dubai, UAE course held at the Zayed University Convention Center, see http://ssrn.com/abstract=1263835 Presented to: Thunderbird Business School, Phoenix, AZ, Feb. 11, 2011; 1st Annual Leadership Summit Texas A&M Health Science Center - Scott and White Healthcare, College of Medicine, Temple, TX: IC Center For Governance, New Delhi, India, Sept. 5, 2010; Harvard Business School Leadership Seminar, Boston, MA Feb. 26, 2010; Decision Sciences Institute Meetings, New Orleans, LA, Nov. 15, 2009; Canyon Partners, Los Angeles, CA, October 22, 2009; Simon School of Business Leadership Course, University of Rochester, Rochester, NY., July 22, 2009; Gruter Institute Squaw Valley Law, Brain and Behavior Conference, May 20, 2009; US Air Force Academy Center For Character and Leadership Development, Colorado Springs, April 30, 2009; and Olin School of Business, Washington University in St. Louis, and Cook School of Business, St. Louis University, St. Louis, MO, April 6, 2009.