from the president’s desk
Leadership
Leadership takes many forms. One form tends to dominate in the public mind, ultimately to our detriment. I call this form of leadership the command model (CM). As its name suggests, the CM takes root in the many sagas of great political-military leaders responsible for storied conquests of other tribes, cultures and nations. We associate CM with Alexander the Great, Caesar, Genghis Khan and Viking raiders. Do as the great leader commands or suffer the (often fatal) consequences. In addition to authoritarian politics, some businesses, churches and even universities run on the CM model, though nowadays they are in the distinct minority. Not even the Pentagon subscribes wholly to the CM. There and in the world of contemporary business, a more fluid team model (TM) predominates. In many new and emerging workplaces, authoritarian hierarchy is out and flat management is in. The “boss” has the same sized office or work space as everyone else, and teams coalesce for the sake of harnessing maximum creative energy from all contributors. Each employee may be a member of several teams. In some teams, she will lead; in others she will follow. In all teams she will contribute. The TM has much to commend. A leader who does not know how to follow is a dictator, not an exemplar. What is more, allowing another to lead does not convey carte blanche. A good follower (like a good student) asks sharp questions of his leader, questions for which there should be good answers or else a resolve to reexamine options. The TM is democratic, resisting the monopoly on crucial information that tyrants employ to secure unjust prerogatives. A good leader persuades others that good information, widely shared, is the key to success in securing a common aim. These considerations suggest how deeply the TM depends on a sound education. Both leaders and productive followers need to think critically in order to sort out good information from bad. The C of I’s rich ties to gubernatorial leadership demonstrated in this issue of Quest reflect a series of governors who have prized truth over pleasing falsehood. Leadership in law likewise requires the prizing of truth. That is how our present-day Department of Political Economy carries on in the spirit of legendary Professor George Wolfe. Good lawyers represent their clients well, but never at the expense of distorting the truth. Good lawyers who become good judges require this exact same trait, as exemplified by our many outstanding alumni judges. Why do C of I alumni so frequently succeed as leaders? It is because they were and remain good students, respectfully challenging the reasons touted by their teachers.
marvin henberg
quest • page 2