Leadership Research By Dr. David A. Jordan President,
Seven Hills Foundation

What Is Transcending Leadership?

A common criticism of contemporary leadership research and theory, both from within the leadership arena and from other organizational theorists, has been that the literature is fragmented and contradictory (Chemers, 1997, p. 151), resulting in multiple leadership paradigms. Gardner (1995) suggests that the broad paradigm of leadership can and should be viewed in terms of a continuum that denotes the capacity of an individual or group to influence others. One way to understand a continuum is by examining its poles – its extremes, if you will (p.6). Suggesting a less linear perspective, Wheatley (1999) speaks of looking at the leadership phenomenon from a whole system, or gaia perspective, where personal values, traits, personality behaviors and style, contingent situations, environmental or organizational culture, and a host of other seemingly discordant variables form an elaborate matrix, which leads to innumerable permutations in which to view the leadership phenomenon. In contrast to viewing the leadership phenomenon as an integrated web of interpersonal and intrapersonal variables, other researchers believe that the concept of leadership doesn’t really exist (Kreitner & Kinicki, 1998) or that leadership is primarily a perceptual construction (Calder, 1977; Meindl, 1990).

Diverging Theories

Countless scholars, researchers, and practitioners from a myriad of backgrounds and professions have long probed the essence of leadership in an attempt to understand the nature of and dynamics involved in the leadership process. Peterson and Hunt (1997) and Rendova and Starbuck (1997) trace the study of leadership theory as far back as ancient Egypt and China. A review of the literature suggest there are almost as many definitions of leadership as there are scholars who have attempted to articulate the concept (Bass, 1990). Bennis and Nanus (1997) noted that, “decades of academic analysis have given us more than 850 definitions of leadership” (p.4). Any number of books and manuals have attempted to dissect, label, codify, and create constructs around the paradigm of leadership.

Modern Hypotheses

Given the apparent mutable pallet of contemporary leadership theory, an emergent construct is suggested. This new leadership construct could expand the existing ‘transactional-transformational’ paradigm (Burns, 1978; Bass 1985; Bass & Avolio, 1994) and contribute to a richer and deeper understanding of the relationships and responsibilities of leaders and followers to each other and the larger world. This new construct, termed ‘transcending leadership’ (Jordan, 2005), adds to the transactional-transformational paradigm.

Refining Leadership Concepts

The findings of the research presented suggests that transcending leadership incorporates 3 reoccurring characteristics: an “other-interest” manifest in leader altruism, benevolence/beneficence, and empathy; “determined resolve”; and the personal and social competencies broadly associated with “emotional intelligence” theory (Goleman, Boyatzis & McKee, 2002).

Sharing Ideas

Employing the very democratic use of the “web” and its ability to instantly reach a broad and diverse global audience, I share my research and applications with both scholars and practitioners alike who are concerned with the iterative nature of this phenomenon we call “leadership” and welcome thoughtful opinions, suggestions, and criticisms. Although my research involved a phenomenological study of healthcare leaders, I would posit that similar findings would be drawn in a study(ies) across other sectors. My assertion is this: the extant transactional-transformational leadership paradigm as conceptualized by Burns (1978) may be self-limiting and that ‘genuine’ leaders, from all organizational or societal levels, migrate continually throughout an expanded continuum where transcending leadership (i.e. “other-interest”) adds to both transformational leadership (i.e. “mutuality of interest”) and transactional leadership (i.e. “self-interest”).

Join The Discussion

We’ve entered both a new century and a new epoch of human consciousness. It therefore seems reasonable to consider a new means in which to describe the evolving nature of the phenomenon. Feel free to read my dissertation on transcending leadership and contact me at the Seven Hills Foundation in Worcester, MA if you have any questions or comments.

Dr. David A. Jordan

djordan@sevenhills.org  

or

Phone: 508-755-2340 Ext. 1301