Developing Potential across a Full Range of Leadership: Cases on Transactional and Transformational Leadership

By Bruce J. Avolio; Bernard M. Bass | Go to book overview

CHAPTER
5

Leading by Listening

During Barbam Roberts' term as governor of Oregon, she had “Conwrsation with Oregon, ” intemctiw televised discussions between the governor and thousands of Oregonians. The dialogue sessions included the governor's illustrated presentation on state revenues and expenditures and the impact d Measure 5, a citizens' initiatiw restricting local property tax mtes. Roberts attempted to work with people and tried to get them indued in decision making. She suggests that her collabomtiw leadership style stems at least in part hm her desire to listen and cdlaborate with the people in the community.


PART 1. BARBARA ROBERTS' CONVERSATION
WITH OREGON*

Executives describe pragmatic reasons for their moue toward collaborative management. Many note their frustration with “lack of buyin” from their stafk during organizational decision making. Collaboration simply appears to be more effective. Says David Leclaire, “I've become much more collabomtive. I graduated from the Air Force Academy and was trained in command and control management. Now, I try hard to work with people and get them involved in decision making. I want people to feel an ownersh of decisions, If they don't buy in, they won't support the decision. The days of command and control are over. ” Other government executives agree.

____________________
*
Johnson, G., & Johnson, N. (1996). Leadlng by listening: Barbara Roberts; conversation with Oregon. Gowrnment Executiue, 2x9). 42–43. (Adapted)

-36-

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