Connective Leadership

By Dennis M. Echelbarger, CPA

We are at the dawn of a new era in leadership brought about by an increasing global environment. The signs are everywhere: nations are divided, governments are not trusted, corporations and their leaders are discredited and stakeholders are increasingly disillusioned. Criticism of leaders at all levels grows daily. The old styles of leadership are becoming more and more ineffective, while a new style is demanded.

Two tensions are affecting our world: interdependence and diversity. John Kenneth Galbraith (the great economist) says the distinguishing feature of great leaders is the ability to deal with the anxieties and tensions of the times. Only leaders who can face and positively integrate today’s tensions will succeed.

Interdependence is driven primarily by technology. It connects everyone with everything, world wide. It forces collaboration in many forms. Strategic alliances, joint ventures, and networks, to name a few, are examples. Convergence of interests and similarities are the goals.

Diversity is concerned with the distinctive characteristics of individuals, organizations or groups. It emphasizes the human need for identity and highlights uniqueness, independence and individualism. It is a force for social, economic and cultural differentiation. Diversity promotes new and often opposite priorities.

Interdependence and diversity are the specific traits of our current emerging era. This requires a new leadership model called "Connective Leadership". This model can assist leaders in making use of the positive points of interdependence and diversity.

Connective leaders perceive connections and possibilities where traditional leaders see separation and hostility. Connective leaders see the overlap between their visions and those of others. The results are softened stereotypes, emphatic and expanded common grounds. Connective leaders contribute to others’ successes and act as mentors, while maintaining their ability to take charge and make tough independent decisions. They construct and call upon social networks and multiple shifting coalitions. Then they open these networks to colleagues. They seek out those who can share the burdens of leadership while not agreeing on every issue.

Connective leaders need to develop the following leadership strengths:

1. Ethical Political Savvy

They need to exhibit system know-how along with a strong sense of ethics. They use others’ strengths and their networks to solve group problems – not to enhance their own power. Negotiation and persuasion are necessary skills. This is contra to "unethical manipulations".

2. Authenticity and Accountability

There is authenticity when leaders consistently dedicate themselves to the purposes of the group rather than the enhancement of their own power. Authenticity stems the corrosion of cynicism. Accountability involves the explanation of one’s decisions and actions and being responsible before the stakeholders. These leaders will sometimes still exhibit difficult failings but their positive traits overshadow the failings.

3. Politics of Commonalties

Connective leaders foster community. They practice a politics of commonalties, which offers membership to the broadest set of constituents. They create an environment in which many achieve at least part of their agenda. They search for similarities and common ground. Connective leaders understand the importance of reaching out to multi-layered coalitions not just to the embedded.

4. Thinking Long-Term, Acting Short-Term

Building community requires an appreciation of obscure long-term possibilities. Cherishing the future requires leaders to set aside their egos to ensure talented people succeed them.

5. Leadership Through Expectation

Connective leaders set high expectations and then entrust their own most valued tasks to others. They scrupulously avoid micromanaging. They require only that their associates act ethically and legally. They recognize not all new ventures result in immediate success and mistakes will be made.

6. A Quest for Meaning

We all have a need to make our lives count for something worthwhile. Altruistic, life-expanding enterprises offer us such possibilities.

Connective leaders manage interdependence and diversity by calling on a special set of strategies. They use a spectrum of ethical politically savvy behaviors to integrate the opposing forces of interdependence and diversity. They seek to connect their vision and accountability. They search for experiences to share with team members and supporters. They nurture successors. Their ability to think long-term and act short-term connects the present with the future.

Connective leadership is not for the fainthearted. Often it requires us to choose between the logic of consequences (expected results) and the logic of aspirations that exposes our noblest identity. There are no easy problems and no easy solutions. Only those leaders with the most flexible leadership styles will be able to meet the dynamic demand of the Connective Era.

Ideas for this article came from Jean Lipman-Blumen's "Connective Leadership: Managing in a Changing World," 2000, (New York: Oxford University Press).

Dennis M. Echelbarger, CPA is the founder and President of the firm of Echelbarger, Himebaugh, Tamm & Co., P.C. (EHTC). Dennis has acted as an advisor and consultant to numerous small and medium-sized businesses. He is active in the litigation support and business valuation department as well as client consulting. Dennis Echelbarger may be contacted at 616.575.3482 or dennise@ehtc.com