Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0003
D. Scott, R. Freeman
This chapter examines the doctor model of leadership. In ancient Greek medicine, doctors saw their role as finding a balance between the different bodily ‘humours’. Analogously, leadership on this model involves balancing either the different objectives of an organization, or the groups and factions within it. This often involves restraining stakeholders prone to give excessive weight to seemingly attractive, but short-term objectives. The first part analyses passages in Plato’s Gorgias and Republic that develop this medical analogy. The second part illustrates the model with two modern-day examples: Roy Vagelos, CEO of Merck in the 1980s, who persuaded the company not to focus excessively on shareholder return, but to balance it against wider stakeholder concerns; and Jean Monnet, one of the founders of the EEC, who helped rebalance European nations away from the pursuit of nationalist goals, and hence put them on a long-term sustainable path to peace.
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Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0013
D. Scott, R. Freeman
The conclusion briefly rounds off the book, summarizing the different models and re-emphasizing the need to take a variegated approach to leadership. Despite this approach, there are some themes that run through many of the models: the importance of ethics and the need for expertise. Plato was emphatic about this need, but also very honest about the problem to which it gives rise: how can a leader simultaneously immerse themselves in the technicalities required for decision-making, and be able to relate to their non-expert followers? The conclusion also stresses that the focus of the book is first and foremost about leadership, rather than a celebration of Plato’s achievements: the priority has been to present a rich and variegated approach to leadership, in order to stimulate readers to draw on their own experience and find further applications of the study.
{"title":"Conclusion","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0013","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0013","url":null,"abstract":"The conclusion briefly rounds off the book, summarizing the different models and re-emphasizing the need to take a variegated approach to leadership. Despite this approach, there are some themes that run through many of the models: the importance of ethics and the need for expertise. Plato was emphatic about this need, but also very honest about the problem to which it gives rise: how can a leader simultaneously immerse themselves in the technicalities required for decision-making, and be able to relate to their non-expert followers? The conclusion also stresses that the focus of the book is first and foremost about leadership, rather than a celebration of Plato’s achievements: the priority has been to present a rich and variegated approach to leadership, in order to stimulate readers to draw on their own experience and find further applications of the study.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"338 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115396470","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0011
D. Scott, R. Freeman
This chapter begins by considering the relation between the models of the teacher and the sower, which might seem very similar to each other. In Plato’s Phaedrus, the thought leader sows ideas by teaching; and teachers leave behind students capable of teaching others, so extending the original teacher’s legacy. The models are nonetheless distinct, even if they often converge: the teacher model focuses on the relationship between the leader and their immediate followers, stressing the need for rational communication; the sower looks beyond the relationship between the leader and their immediate followers towards subsequent generations, and to the perpetuation of ideas. Most of the chapter is then taken up with two case studies that show the two models working hand in hand: Florence Nightingale, who revolutionized nursing, and Margaret Mead, the US anthropologist, who helped transform attitudes to the family and sex in twentieth-century America.
{"title":"Teachers and Sowers","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0011","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0011","url":null,"abstract":"This chapter begins by considering the relation between the models of the teacher and the sower, which might seem very similar to each other. In Plato’s Phaedrus, the thought leader sows ideas by teaching; and teachers leave behind students capable of teaching others, so extending the original teacher’s legacy. The models are nonetheless distinct, even if they often converge: the teacher model focuses on the relationship between the leader and their immediate followers, stressing the need for rational communication; the sower looks beyond the relationship between the leader and their immediate followers towards subsequent generations, and to the perpetuation of ideas. Most of the chapter is then taken up with two case studies that show the two models working hand in hand: Florence Nightingale, who revolutionized nursing, and Margaret Mead, the US anthropologist, who helped transform attitudes to the family and sex in twentieth-century America.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"103 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123133099","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1038/scientificamerican07051890-9
D. Scott, R. Freeman
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Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0008
D. Scott, R. Freeman
For Plato, the model of the leader as shepherd suggests protectiveness and care. But he also realizes that it could be used to make the opposite point: the leader only appears to protect the flock; his ulterior motive is to exploit them for profit. As a result, the model divides into two: the good shepherd, who cares only for the flock, and the bad one, who seeks to exploit them, like a tyrant. Another problem is that the model elevates the leader to the level of a higher species, who merely shouts commands, quite unlike the teacher model described in the previous two chapters. Consequently, Plato later abandons the shepherd in the Statesman. The second part considers an example of the ‘bad’ shepherd, Travis Kalanick, CEO of Uber Taxis, whose attitude to his drivers shows similarities with the shepherd who professes to care for his flock, but merely seeks to exploit them.
{"title":"The Shepherd","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0008","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0008","url":null,"abstract":"For Plato, the model of the leader as shepherd suggests protectiveness and care. But he also realizes that it could be used to make the opposite point: the leader only appears to protect the flock; his ulterior motive is to exploit them for profit. As a result, the model divides into two: the good shepherd, who cares only for the flock, and the bad one, who seeks to exploit them, like a tyrant. Another problem is that the model elevates the leader to the level of a higher species, who merely shouts commands, quite unlike the teacher model described in the previous two chapters. Consequently, Plato later abandons the shepherd in the Statesman. The second part considers an example of the ‘bad’ shepherd, Travis Kalanick, CEO of Uber Taxis, whose attitude to his drivers shows similarities with the shepherd who professes to care for his flock, but merely seeks to exploit them.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"27 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134099246","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0010
D. Scott, R. Freeman
The final model considered is the leader as sower. Here Plato anticipates the concept of thought leadership. The core components of the model include originating ideas big enough to create a legacy, but still empowering others to adapt them as circumstances demand. In the first part, the key text is the Phaedrus, where Plato discusses the best way to create an intellectual legacy—not through writing books, but by nurturing living, critical dialogue among your students and followers. The chapter looks at the way Plato put this model into practice by creating an institution to perpetuate his ideas: the Academy, the ancestor of the modern university. The second part presents examples of ‘seminal’ leaders: Marie Curie, Maria Montessori, and Mohammed Yunus, founder of the microfinance organization, Grameen Bank.
{"title":"The Sower","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0010","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0010","url":null,"abstract":"The final model considered is the leader as sower. Here Plato anticipates the concept of thought leadership. The core components of the model include originating ideas big enough to create a legacy, but still empowering others to adapt them as circumstances demand. In the first part, the key text is the Phaedrus, where Plato discusses the best way to create an intellectual legacy—not through writing books, but by nurturing living, critical dialogue among your students and followers. The chapter looks at the way Plato put this model into practice by creating an institution to perpetuate his ideas: the Academy, the ancestor of the modern university. The second part presents examples of ‘seminal’ leaders: Marie Curie, Maria Montessori, and Mohammed Yunus, founder of the microfinance organization, Grameen Bank.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"16 2","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114133131","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0004
D. Scott, R. Freeman
This chapter discusses the comparison between a leader and a navigator, implicit in the well-known ‘ship of state’ image, which Plato uses in the Republic. A core component of the navigator model is that the leader helps a country or organization that has opted to take a new direction and that needs someone with a distinctive kind of expertise to get them there. As with the doctor model, the decisions of the leader may often appear unpalatable and, when the going gets tough, the leader also needs to be able to command unity on board. The chapter illustrates the model with two examples: Frederick Douglass, who helped steer America towards the abolition of slavery; and James McGill, who tried to steer AT&T from being a company heavily based around engineering and manufacturing towards a digital future, more reliant on marketing.
{"title":"Captains and Navigators","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0004","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0004","url":null,"abstract":"This chapter discusses the comparison between a leader and a navigator, implicit in the well-known ‘ship of state’ image, which Plato uses in the Republic. A core component of the navigator model is that the leader helps a country or organization that has opted to take a new direction and that needs someone with a distinctive kind of expertise to get them there. As with the doctor model, the decisions of the leader may often appear unpalatable and, when the going gets tough, the leader also needs to be able to command unity on board. The chapter illustrates the model with two examples: Frederick Douglass, who helped steer America towards the abolition of slavery; and James McGill, who tried to steer AT&T from being a company heavily based around engineering and manufacturing towards a digital future, more reliant on marketing.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114214174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0006
D. Scott, R. Freeman
This chapter looks at the leader as educator. The first part discusses Plato’s cave allegory in the Republic, which situates leadership in a broader view of the nature and goals of education. On this view, the job of a leader is to confront people who are prisoners of their own comfort zone, and show them the value of different ways of thinking and acting. Leadership of this kind involves appealing to people’s rationality, being open with the evidence and being open to questioning. As with some of the previous models, such leaders can expect to encounter hostility and resistance. The second part presents two case studies, Gorbachev’s attempted restructuring in Russia, and Indra Nooyi, CEO of PepsiCo, who re-orientated the company towards more healthy products.
{"title":"The Teacher","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0006","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0006","url":null,"abstract":"This chapter looks at the leader as educator. The first part discusses Plato’s cave allegory in the Republic, which situates leadership in a broader view of the nature and goals of education. On this view, the job of a leader is to confront people who are prisoners of their own comfort zone, and show them the value of different ways of thinking and acting. Leadership of this kind involves appealing to people’s rationality, being open with the evidence and being open to questioning. As with some of the previous models, such leaders can expect to encounter hostility and resistance. The second part presents two case studies, Gorbachev’s attempted restructuring in Russia, and Indra Nooyi, CEO of PepsiCo, who re-orientated the company towards more healthy products.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128972811","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0012
D. Scott, R. Freeman
This chapter looks at the relation between Plato’s models and modern leadership approaches. Unlike many recent theorists, Plato avoids trying to find a single definition, but seeks to isolate the different strands in the complex phenomenon of leadership. In this way, his approach anticipates Wittgenstein’s idea of ‘family resemblances’: leadership is not treated as a simple ‘universal’, but a complex with several overlapping strands. Another feature of Plato’s approach is the importance of ethics to leadership. To compare Platonic and modern approaches to leadership more specifically, this chapter looks at four recent theories, and shows that each one has close affinities with one or more of Plato’s models: Burns’ ‘transformational’ leadership resembles the artist and the navigator; Collins’ ‘Level 5’ leadership the weaver; Greenleaf’s ‘servant’ leadership the doctor and teacher; Gardner’s ‘thought’ leadership (in his book, Leading Minds) the sower.
{"title":"Plato and Modern Leadership Models","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0012","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0012","url":null,"abstract":"This chapter looks at the relation between Plato’s models and modern leadership approaches. Unlike many recent theorists, Plato avoids trying to find a single definition, but seeks to isolate the different strands in the complex phenomenon of leadership. In this way, his approach anticipates Wittgenstein’s idea of ‘family resemblances’: leadership is not treated as a simple ‘universal’, but a complex with several overlapping strands. Another feature of Plato’s approach is the importance of ethics to leadership. To compare Platonic and modern approaches to leadership more specifically, this chapter looks at four recent theories, and shows that each one has close affinities with one or more of Plato’s models: Burns’ ‘transformational’ leadership resembles the artist and the navigator; Collins’ ‘Level 5’ leadership the weaver; Greenleaf’s ‘servant’ leadership the doctor and teacher; Gardner’s ‘thought’ leadership (in his book, Leading Minds) the sower.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"1245 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124463198","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-15DOI: 10.1093/oso/9780198837350.003.0007
D. Scott, R. Freeman
This chapter examines the way the models of the doctor and the teacher can be combined, where the leader as doctor makes their remedies more palatable to their followers by rational persuasion. The first part describes this combined model in Plato’s last work, the Laws, where the legislator is compared to a doctor who listens to his patients and then educates them about the nature and origin of their disease. Combining the two models anticipates our notion of ‘informed consent’: if the patient/follower is addressed rationally, they will be more inclined to take the remedy. The second part uses two case studies from previous chapters: Roy Vagelos, who appeared as an example of the corporate doctor, can also been seen as a teacher; and Indra Nooyi, who educated her stakeholders at Pepsi and can be seen as a corporate doctor, trying to ween the company off short-term thinking.
{"title":"Doctors and Teachers","authors":"D. Scott, R. Freeman","doi":"10.1093/oso/9780198837350.003.0007","DOIUrl":"https://doi.org/10.1093/oso/9780198837350.003.0007","url":null,"abstract":"This chapter examines the way the models of the doctor and the teacher can be combined, where the leader as doctor makes their remedies more palatable to their followers by rational persuasion. The first part describes this combined model in Plato’s last work, the Laws, where the legislator is compared to a doctor who listens to his patients and then educates them about the nature and origin of their disease. Combining the two models anticipates our notion of ‘informed consent’: if the patient/follower is addressed rationally, they will be more inclined to take the remedy. The second part uses two case studies from previous chapters: Roy Vagelos, who appeared as an example of the corporate doctor, can also been seen as a teacher; and Indra Nooyi, who educated her stakeholders at Pepsi and can be seen as a corporate doctor, trying to ween the company off short-term thinking.","PeriodicalId":103464,"journal":{"name":"Models of Leadership in Plato and Beyond","volume":"35 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-07-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126732675","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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