When leaders follow outmoded autocratic models, their organizations may stumble into becoming joyless, transactional, coercive and deadening shells. These leaders perpetuate a culture that lacks trust, candor and amity. In today’s VUCA world – characterized by volatility, uncertainty, complexity and ambiguity – versatile leadership makes more sense than the shopworn model of lofty corporate “heroes and disruptors” who are supposedly invincible. Edgar H. Schein, a management scholar, and his son Peter A. Schein, an expert on organizations, explain how to achieve cultural change through “humble leadership.” The theme picks up on their previous books, Humble Consulting and Humble Inquiry. They guide leaders to create a culture of collaboration, engagement and trustworthiness. Their guidance will be especially useful to coaches, mentors and HR officials who work on leadership development. The Scheins’ advice can help all leaders and may have special utility for coaches, mentors and HR officials who work on leadership development.
In this summary, you will learn
- How to analyze leadership at four levels,
- How to foment organizational culture change through “humble leadership,” and
- How leaders can make the transition from hierarchy to humility.
About the Authors
Edgar H. Schein, PhD, is professor emeritus at the Massachusetts Institute of Technology’s Sloan School of Management. His son Peter A. Schein co-founded and is chief operating officer of the Organizational Culture and Leadership Institute.
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3 months ago“Level 2” leadership – In contrast, leaders at this level recognize employees as individuals. They know everyone is valuable. They practice personalized, trusting humble leadership, which is collaborative and cooperative. Level 2 doesn’t rely on hierarchical roles. It replaces subordination with collaboration. Examples include close colleagues on corporate teams. Level 2 leadership isn’t for executives only. Today, doctors, teachers and other professionals are learning that friendly, personal relationships with their colleagues and those they serve are more effective and enduring than formal, distant ones.
4 months agoa leader recognizes himself if he treats employees like" Level 2" leaderschip