Month: November 2010
In previous posts Ralph has been talking about the way that contemporary theories of management take for granted the idea that a manager needs tools and techniques in order to achieve organisational ‘success’. In this post I want to begin describing what I see as the appeal to the religious imagination that leaders and managers are also required to make, and which usually accompanies the more instrumental focus on grids and frameworks in many management books. At the same time as using the right managerial tools managers and leaders in today’s organisations are required to be ‘passionate’, ‘positive’, ‘inspirational’ and ‘visionary’. Managers and leaders are expected to be prophets as well as experts, preachers as well as technicians.
On the one hand there is something very important about the appeal to affect and ideals. As the philosopher Hannah Arendt noted, collective promise-making is a very powerful way of disposing of the future as though it were the present, of beginning things anew and imagining a better world. Unfortunately very often the appeal to the religious imagination in turn becomes schematised and reduced and is understood in a highly individualised way as a ‘tool’ of management. There is a great potential for manipulation. For example, there are training courses on visionary and inspirational leadership and endless management books offering advice on the same. Currently it would be impossible to apply for a job in many fields without claiming to be ‘passionate’ about whatever the job on offer is. Although being passionate and visionary are regarded on the one hand as exceptional requirements, they are demanded routinely in everyday situations. Noble sentiments have become banal, another tool in the toolkit of aspiring managers and leaders. The proliferation of advice on how to be authentically passionate and succeed in management testifies to the fact that authenticity is difficult to fabricate – you have to practice quite hard at it. Read the rest of this entry »