RE: Re: Do C-Level managers, and business drivers really need to know about XP?

Dale,

Maybe a quick tour of our current "thinking here" on leadership might
help.

(1) Leadership requires using power to influence the thoughts and
actions of others.

(2) Management emphasizes rationality and control.

(3) It takes neither genius nor heroism to be a manager, but rather
persistence, though mindedness, hard work, intelligence, analytical
ability, and perhaps most important tolerance and goodwill.

(4) Leadership attaches a "mythical" belief that what a leader is and
assumes that only great and worthy people are worthy of the drama of
power and politics. Leadership is a psychodrama in which a brilliant
lonely person gains control of herself as a precondition of controlling
others. This is in sharp contrast with the concept that leadership is
merely "managing" work that other people do.

~~~~
Charlie - this is the distinction I think occurs when we mix up
leadership with management.
~~~~

(5) It turns out that great leaders may undermine the development of
manager who typically become anxious in the relative disorder that
leaders seem to generate.
~~~~
This may also be an opportunity for innovative (XP) leadership process
to stabilize the situation
~~~~

Glen

> -----Original Message-----
> From: Dale 
> 
> Hi Glen,
> 
>  > Just a process check...are we talking about "managers" or
>  > "leaders."
> 
> My intent was to talk about leaders.  But given how often
> managers lead and leaders manage, and how much the myriad
> definitions overlap, I don't always keep them distinct.  (I
> remember one well-respected management/leadership guru saying
> that the distinction is crap, and that he now uses the word
> leadagement.)
> 
>  > Secondly are the "leadership" traits in a small development
>  > group the same as leadership traits on the business side,
>  > including the business of software development? Are the
>  > leadership traits of "technical leadership" the same as
>  > "business leadership?"
> 
> My guess is that some general traits -- such as honesty, clarity
> of vision, respect, willingness to speak their truth -- are
> common to most leaders in organizations, and that the details
> vary wildly from situation to situation.
> 
> Dale 


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