However, Avery points out an important shift in managerial leadership styles. She sees it as a shift in the balance of power within an organization, rather than a shift in the way managers perform their daily tasks. She states, leadership involves letting go of conventional notions of control, order, and hierarchy, replacing them with trust and an acceptance of continual change, chaos, and respect for diverse members of the organization...the members are expected to be self-managing and self-leading (Avery, 29-30).
This statement summarizes Avery's view of how leadership styles will evolve in the future. The balance of power is shifting from the leader to the employee. In the future, employees will continue to become more independent and to seek their own methods of self-management. Leaders will have to be wiling to let go and become more of a guidance counselor than an authority figure. This trend was perhaps the most significant point made in Avery's book.
Avery supports her theories regarding changing leadership styles with examples and case studies from real companies from around the world. It would be difficult to obtain quantitative information to support the theories presented in this book. Qualitative evidence is not as reliable as quantitative evidence for supporting a theory, but it provides a more in-depth look at the situation. Avery's approach moves from broad to specific. She summarizes the various leadership theories in general terms and then uses specific case studies to support them. This approach helps the reader to develop a deep understanding of the subject, as well as a sense of how it fits into the evolving picture.
Avery challenges the idea that leaders are born, not made. She makes the point that our views of leadership and what leadership should be are based on archaic stereotypes. She then supports this argument with a historical account...
It is difficult to argue with her presentation. Leaders in the future will have to be much more adaptable in the future, than they are now, or have been in the past. They will have to take on a lower role in the hierarchical structure of the organization.
Avery uses selected qualitative sources to support her arguments. However, these sources are used more for illustration than as data to support her ideas. It is difficult to argue with the parameters established by Avery and her views on changing leadership paradigms. She brings these points to the surface, so that emerging leaders can integrate this information into their leadership abilities and styles.
One of the key missing elements from Avery's arguments is that she does not present opposing viewpoints. She does not consider the possibility that someone else may not agree with her analysis, particularly her views of the direction that leadership will take in the future. However, her arguments are not controversial and they are well supported, therefore, it would be difficult to find an opposing viewpoint. Her arguments are politically neutral, and there is little to dispute them.
Avery's book is an excellent addition to the leadership library. It does not present any new theories, but does develop a coherent direction for a previously undefined profession. Making future leaders aware of these points will help them to adapt a leadership style that is more suitable to the future business environment. This book probably will not change the world of leadership, but it will give it a more coherent direction. It would make an excellent starting point for gaining an understanding of where we have been and a vision of where we might go in the future.
Works Cited
Avery, G. Understanding Leadership. London: Sage Publications, 2004.
