The June 4 column “The need for inspired and ethical leadership” opens with a philosophical musing about change. It goes on to consider effective, inspired and ethical leadership, and to offer a broad assessment that the current mayor lacks these leadership characteristics, how a mayoral candidate emulates these characteristics, and by omission leaving us to wonder which city counselors fall into either category.
For anyone not steeped in leadership theory or publications, it is important to know that a literature search of leadership and its associated themes conjures up myriad models, styles, definitions and explanations for the tasks, characteristics, skills, traits, etc. associated with leadership. The author’s leadership preference is “servant leader.”
There are approximately 10 different leadership theories. Of these 10 different theories, the Servant Leader Model falls within the “Relationship-Oriented Leader Behavior” theory. Larry Spears, president & CEO of the Larry C. Spears Center for Servant-Leadership Inc., identifies 10 characteristics of a servant leader. The characteristics of persuasion, conceptualization, foresight, and stewardship were missing from those alluded to in the column.
The columnist, Daniel Cantor Yalowitz, lauds mayoral candidate Virginia deSorgher without providing any specific examples of how she emulates any of the characteristics of a servant leader. He disparages the “current mayor” who did not renew his tenure on the city’s Human Rights Commission, with the use of broad statements and no specific examples of how she does or does not emulate the characteristics of a servant leader.
Why did the columnist include the name of the mayoral candidate he is advocating for, and did not include Mayor Roxann Wedegartner’s name?
The contingency model of leadership promoted by Fred Fiedler posits that a leader’s effectiveness depends on which leadership style best fits the elements of the presenting situation. Does the situation require high, moderate or low control?
Based on his studies, Fiedler developed a model that generally concludes high-control and low-control situations should have the most effective outcome using a task-motivated leadership style, while a moderate-control situation should achieve the most effective outcome with a relationship-oriented leadership style.
In his book “Introduction to Change Without Migraines,” Rick Mauer identifies six components to the cycle of change. He also notes that resistance to change occurs at three levels: “I don’t get it. I don’t like it. I don’t like you.” He notes that the most neglected thing one can do to make any change successful is to make a compelling case.
Specific examples of how City Councilor deSorgher or Mayor Wedegartner either excel at or are deficient in managing the cycle of change or making a compelling case for the changes they champion are not provided.
Leadership requires four basic skills, as presented in an often-referenced article in Leadership Quarterly 18 (2007) regarding leadership skills. Those skills are cognitive abilities, interpersonal skills, business skills and strategic skills. Specific examples of how Councilor deSorgher or Mayor Wedegartner excel at or are deficient in each of these leadership skills are missing.
Before deciding on whom to support or vote for to be our next mayor, I invite you to consider what are the characteristics that you expect of anyone in a public service leadership position? Do Councilor deSorgher or Mayor Wedegartner exhibit those characteristics? What has either of them done to demonstrate their ability to be entrusted with the duties and responsibilities of the office of the mayor of Greenfield? The same questions apply to anyone running for Greenfield’s City Council.
Robert W. Kubacki lives in Greenfield.