Emergence
The Natural Process of Becoming a Leader
by
Book Cover & Preview Text
Disruption is not a bad thing; it is a necessary thing. Disruption challenges our current way of thinking so that we are more able to create, learn, evolve, and grow. Disruption is also somewhat democratic in that it can originate from anywhere and from any person. It’s about your idea, and if your idea is good enough to solve someone else’s problem or improve the current status quo, then you may find yourself in the position of a disruptor. So how does this apply to leadership? How does disruptive thinking relate to how one leads? Some of the critical questions we should be asking that relate to disrupting our leadership thinking have to do with the centrality of leadership itself. In our current thinking, leadership puts the leader at the center or at the pinnacle. Leaders are viewed as authorities who drive all decisions, hold all the power, and in many cases, have all the knowledge and answers. Yet we know intuitively that this cannot be true. Our organizations are too big and information exchange too vast and rapid for this to be the case. Therefore, we must consider new ways of thinking about how one leads. The centrality of leadership needs to be pushed out into the middle ranks of the organization among those closest to performing the work. This way leadership becomes an extension of the leader that is carried out, multiplied, and amplified by the knowledge, creativity, and insight of those emerging leaders within the organization. Really smart and motivated people exist in the middle ranks of the organization, but their leadership is not in view because they are not in view. Their leadership is stifled and tamped down, preventing it from ever emerging into the spotlight where others can see and appreciate it. However, there is a shift coming that many would argue is already here. The Pew Research Center asserts that millennials are the largest generation in the workforce today. Some of you reading this book may be sarcastically thinking, Great. That’s just what we need—a bunch of millennials running the place. This is understandable, but it is also problematic for a couple of reasons. First, this kind of thinking indicates that you might not view members of this generation as valid candidates for leadership. This type of thinking is also full of bias. Moreover, it carries with it implications as to why your business or organization may become stagnant without reaching its true potential. Consider this.
Formats
Book Details
About the Book
“Leaders are not simply born or made; they emerge” The emerging generation of leaders requires a fresh and innovative model of leadership, as they have become disillusioned by organization leaders from the private sector to the public sector and even non-profits. The next generation of leaders operates from a different context and brings a unique set of experiences to the workplace compared to those currently in positions of authority. They approach problem-solving from a worldview informed by technological savvy; they are undaunted by the rapid pace of change and are poised to disrupt established industries and processes. To ignore the needs and potential of these emerging leaders is to do so at your peril. They are the majority in the workforce, and they are already in positions of leadership. Enter emergence – a completely different way of thinking about leadership that challenges traditional models and redefines our understanding of what it means to lead. Unlike conventional leadership thinking, emergence does not prioritize traits or characteristics, but instead focuses on talented individuals who rise out of obscurity to showcase authentic leadership when the moment demands it. This approach aligns well with the expectations of millennial leaders who seek organic and flexible leadership models that allow for effective leadership without the constraints of hierarchy. It is imperative for organizations to invest in the development of these emerging leaders and reconsider their strategies for leadership succession. Leaders are not simply born or made; they emerge. They emerge naturally when given the right environment and opportunities to thrive. By preparing the way for the next generation of leaders and embracing the principles of emergence, organizations can pave a path for sustained success and competitive advantage. This book serves as a valuable resource for emerging leaders and the executives tasked with guiding and developing them, providing insights and strategies to help unlock their full potential and prepare them for the dynamic challenges of the future.
About the Author
Dr. Julianne Cenac is one of the top leadership coaches in the United States, having coached and consulted thousands of executives and emerging leaders from Fortune 500 companies to heads of state. Named to the Forbes Coaches Council, she is frequently published in Forbes.com and has developed leaders globally throughout the United States, Qatar, Dubai, China, Singapore, Australia, India, South Africa, and the Caribbean among other countries. Her career includes extensive consulting experience with Booz Allen Hamilton in Washington, DC, and serving as a corporate learning executive in health care and higher education. She holds a BA in communications from the University of Houston with an emphasis in Russian Studies, an MBA in management, and a PhD in organizational leadership. She currently provides leadership coaching to physician leaders within the Texas Medical Center. She is an executive coach and conference speaker with a heart for developing emerging leaders.