Dr. Evans Akpo
Have you ever pondered the underlying factors contributing to shifts in leadership structures within organizations?
In Simon Sinek’s book, “Start with WHY,” he asserts that true leaders do not necessarily possess all the brilliant ideas themselves; rather, they provide support and guidance to those eager to make contributions. Sinek’s work is replete with examples demonstrating that leaders inspire action when they begin by explaining the “why” behind their initiatives, rather than focusing solely on the “what.”
The concept of leadership has evolved over the years, carrying different connotations for different individuals and organizations. Often, the responses you receive regarding leadership will depend on the specific context or the entity being queried. In this discussion, the emphasis will be on what leadership can and should entail.
In “Canoeing the Mountains: Christian Leadership in Uncharted Territory” by Tod Bolsinger, a critical distinction is drawn between leadership and management. Fundamentally, leadership revolves around an organization’s fulfillment of its mission and the realization of its core purpose, which differs significantly from the role of management. Management concerns itself with maintaining existing commitments to stakeholders. Implicit in this distinction is the idea that leadership revolves around influence. Leadership is, fundamentally, about the capacity to inspire and shape outcomes—a concept that differs markedly from management.
I vividly recall my entrance into the Houston Baptist University campus during the spring of 2017 for a doctoral interview. Faced with a committee, I had to elucidate, through a PowerPoint presentation, the underlying reasons and “why” behind leadership. Equally crucial was making a compelling case for my admission to the institution. I candidly shared stories of my past failures, including my ill-fated venture into entrepreneurship in Sacramento, California. I emphasized that these failures, as well as my personal background, had not been allowed to define me. Instead, they had served as stepping stones to my present position. This juncture prompted a profound exploration of the “why” that ignited the flames within me—the driving force behind my aspirations. This exploration dives deeper into the core of any leadership shifts.
The gratifying news is that I was accepted into the program and ultimately graduated. Seven years later, as I assumed the roles of president within a nonprofit organization and later as a university dean, I recognized the recurring need for changes in leadership. Often, these changes raised questions about the underlying reasons.
According to Simon Sinek (2011), while most individuals and organizations can articulate what they do, very few can effectively communicate the “why”—the compelling rationale driving their actions or inactions. Leadership changes frequently prompt inquiries into the motivations behind such shifts. Some changes may possess clear justifications, while others may appear more compelling than others. However, when a leadership structure proves ineffective, a change becomes imperative. In this context, the words of Kirk Kirlin resonate: “When what you are doing isn’t working, there are two things you cannot do: (1) continue with the same approach, and (2) do nothing.”
A growing body of evidence underscores the significance of maintaining an attitude of curiosity, awareness, and attentiveness to navigate a world fraught with uncertainty. This curiosity serves as a foundation for fostering creativity when properly harnessed. In examining leadership changes from a behavioral perspective, it becomes evident that leadership is fundamentally expressed through behavior. Every living system necessitates an individual who can inhabit and lead the transformative process essential for survival. The person who assumes personal responsibility for inhabiting the transformative realm within the organization is recognized as the leader. As suggested by Ed Frieman (Bolsinger, 2018), the true leader in the system is the one who refrains from assigning blame. While leadership behavior is undeniably crucial, what holds the utmost importance is the “why” that guides and propels these behaviors. In times of conflict, leadership behavior must remain steadfast in adhering to the organization’s chosen path. What proves pivotal in leadership, as it remains resolute, is the capacity to learn through action and continuous reflection. John Dewey astutely observed that we do not learn solely from experience; rather, we learn by reflecting upon our experiences.
Evans Akpo 