Disruptive by Design: Effective Leadership Can Be Like a Musical Performance
More than a decade ago, the Ukulele Orchestra of Great Britain performed a rendition of “The Good, the Bad and the Ugly.” After today, this performance may provide far more return on your enjoyment since I bet it hasn’t previously triggered ideas of leadership.
For an assignment some years ago, I watched the video of this performance while considering seven leadership questions. Perhaps you’ll join me with a new outlook on performances, leadership or both.
1. Does a group always need a leader to function well? Why?
A group doesn’t always need a leader to function well. First, “well” is a moving target dependent on context and opinion. Second, research by greats like Gary Yukl, J.M. George and G. Jones, the authors of “Leadership: Building Sustainable Organizations,” supports my thoughts of individuals possessing applicable leadership attributes, which wax and wane according to motivations. Finally, the video captures the baton or torch qualities of leadership as the “lead” transitions. Hence, with attention to followership, a group doesn’t always need a leader, but several leaders could make beautiful music together.
2. Is there a single, true leader in this group? If so, who and why do you consider this individual the leader?
In this musical demonstration, a single leader arguably exists, although a continuously dominate leader isn’t apparent. For instance, the initial narrator seemed to be a leader, while key instances of other players’ notes served as guidance for the rest of the musicians. Thus, I cannot argue for a consistent, single group leader since each possessed important contributing elements.
3. What differentiates this group from most others with a common goal?
The effort shown, duration of goal, the achievement and unique circumstances. Also, recorded music could replace group members in extreme circumstances. This group had a short-term goal to accomplish with many repetitions, a difference compared to most other groups I’ve seen. Group membership seemed united in genuine enjoyment. Too many groups lack enjoyable dedication among all members.
4. What might motivate this assemblage of individuals to function collaboratively and effectively?
Sources include genuine mutual admiration, enjoyment from the pursuit of goal achievement, recognition, an attentive audience and valued contributions. I also recognize motivations of acclaim and support to facilitate collaboration and effectiveness. Perhaps secondary, the prestige of membership and limited opportunities to be part of the group likely encourages a collaborative and effective practice and performance environment. Social intelligence and empathy must also be present, leadership greats might proclaim.
5. What traits do these individuals exhibit that contribute to the group’s success?
I noted an appreciation among group members and the limitation of performing only a few of the contributing sounds. In terms of personality traits, diversity allowed for lower and higher expressions of the tale, facially but also in the technique of delivery (verbal and physical body language). Also, I picked up on the likelihood of select performers being either introverts or extroverts, given the various transitions of participation and more unique body language and gestures.
6. At what level does it appear the individuals in this group are functioning? Why?
The group seemed to function at the credibility or internalization level as the authors of “Leadership: Building Sustainable Organizations Support” would call them. A synchronized and passionate atmosphere appeared to exist among group members. On another note, group members didn’t seem to perform due to power or attraction alone; something more existed.
7. What, if anything, is to be learned about “leadership” based on this video?
When leadership functions well, a performance is underway. Leadership is an ongoing exchange of influence, signs and transitional process of leaders and followers, according to the authors of “Leadership: Building Sustainable Organizations.” When done well, leadership can come from one source or several.
Having watched and listened, I hope you found some entertainment, laughs and learning along the journey. The Ukulele Orchestra of Great Britain is famous for more reasons than one, and with any luck, you have some new thoughts on leadership in context and action.
Jennifer Miller is a business operations manager for the Defense Health Agency. She is a certified project management professional, certified government financial manager, a certified defense financial manager with acquisition specialty and a member of the American Society of Military Comptroller’s Washington Chapter.
Opinions, conclusions and recommendations expressed or implied within are solely those of the author and do not necessarily represent the views of the U.S. Defense Department or any other U.S. government agency.
In addition, the opinions expressed in this article are not to be construed as official or reflecting the views of AFCEA International. Disruptive by Design explores innovation and ideas with the potential to expand capabilities and revolutionize products, services and behaviors. For more information, visit EmergingLeaders@afcea.org.
3. What differentiates this group from most others with a common goal?
The effort shown, duration of goal, the achievement and unique circumstances. Also, recorded music could replace group members in extreme circumstances. This group had a short-term goal to accomplish with many repetitions, a difference compared to most other groups I’ve seen. Group membership seemed united in genuine enjoyment. Too many groups lack enjoyable dedication among all members.
4. What might motivate this assemblage of individuals to function collaboratively and effectively?
Sources include genuine mutual admiration, enjoyment from the pursuit of goal achievement, recognition, an attentive audience and valued contributions. I also recognize motivations of acclaim and support to facilitate collaboration and effectiveness. Perhaps secondary, the prestige of membership and limited opportunities to be part of the group likely encourages a collaborative and effective practice and performance environment. Social intelligence and empathy must also be present, leadership greats might proclaim.
5. What traits do these individuals exhibit that contribute to the group’s success?
I noted an appreciation among group members and the limitation of performing only a few of the contributing sounds. In terms of personality traits, diversity allowed for lower and higher expressions of the tale, facially but also in the technique of delivery (verbal and physical body language). Also, I picked up on the likelihood of select performers being either introverts or extroverts, given the various transitions of participation and more unique body language and gestures.
6. At what level does it appear the individuals in this group are functioning? Why?
The group seemed to function at the credibility or internalization level as the authors of “Leadership: Building Sustainable Organizations Support” would call them. A synchronized and passionate atmosphere appeared to exist among group members. On another note, group members didn’t seem to perform due to power or attraction alone; something more existed.
7. What, if anything, is to be learned about “leadership” based on this video?
When leadership functions well, a performance is underway. Leadership is an ongoing exchange of influence, signs and transitional process of leaders and followers, according to the authors of “Leadership: Building Sustainable Organizations.” When done well, leadership can come from one source or several.
Having watched and listened, I hope you found some entertainment, laughs and learning along the journey. The Ukulele Orchestra of Great Britain is famous for more reasons than one, and with any luck, you have some new thoughts on leadership in context and action.
Jennifer Miller is a business operations manager for the Defense Health Agency. She is a certified project management professional, certified government financial manager, a certified defense financial manager with acquisition specialty and a member of the American Society of Military Comptroller’s Washington Chapter.
Opinions, conclusions and recommendations expressed or implied within are solely those of the author and do not necessarily represent the views of the U.S. Defense Department or any other U.S. government agency.
In addition, the opinions expressed in this article are not to be construed as official or reflecting the views of AFCEA International. Disruptive by Design explores innovation and ideas with the potential to expand capabilities and revolutionize products, services and behaviors. For more information, visit EmergingLeaders@afcea.org.
