A second challenge concerns the values inherent in leadership. Leaders are often considered much more successful, in terms of both fortunes and fame, if they can “solve problems”—often by approaching them as puzzles. Novice leaders feel a great deal of satisfaction when they successfully analyze a situation, look at optional solutions and successfully implement a chosen set of actions. Even very experienced and highly competent leaders will be tempted if their organization is highly focused on return on investment: can the leader “guarantee” certain outcomes in exchange for an attractive fee, as if a “puzzle” just needed to be put together correctly. So, here we are: the challenges are leaking (or leaping) out of the postmodern box and we discover that they are irreversible, problem-based and ruggedly-dancing. Welcome to the postmodern world and to the prospect of leading into the future!
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References
Bateson, G. (1972) Steps to an Ecology of Mind. Northvale, New Jersey: Jason Aronson.
Drucker, P. (1999) Management Challenges for the 21st Century, New York: HarperBusiness.
Johnson, B. (1996) Polarity Management. Amherst, MA: Human Resource Development Press.
Miller, J. and S. Page (2007) Complex Adaptive Systems. Princeton, N.J;: Princeton University Press.
Prigogine, I and I. Stengers .(1984 Order Out of Chaos. New York:Bantum Books.
Schon, D. (1983) The Reflective Practitioner. New York: Basic Books, 1983.
