any direct supervision by superiors – on the contrary, supervision and targets only
paralyze and discourage them. First and foremost, conducting means delegating
tasks, authorizing decisions, and synchronizing the performance of individual staff
members. To do this the conductor is essential, especially for large orchestras.
The conductor leads the orchestra not like an outsider, even if their elevated
position would suggest this. They work as part of the orchestra on “project
concert.” A good symphony orchestra requires both highly trained, talented
musicians and an undisputed leader whose authority is recognized by all. With
their leadership they inconspicuously create the shared climate that true art needs
in order to unfold. Like in modern organizations, the musicians come from
different countries and cultures, and only come together for rehearsals – if at
all. Orchestra musicians do not need empowerment; what they need from their
leader is much more inspiration.
The approach of an outstanding conductor such as Bramwell Tovey from the
Winnipeg Symphony Orchestra, who was accompanied in his work by Mintzberg,
is characterized by the interpersonal concerns that he constantly has in mind.
Professionals hardly have to be trained or supervised, but protected and supported.
Therefore, the conductor or the executive in the company manages the relationships
outside the organization properly. Working to maintain the relations with important
external parties and stakeholders is an essential aspect of leadership. Internal and
external relations must be harmonized; otherwise it creates disharmony.
The example of Tovey shows what leading means today: nuances and direction –
and not imposed obedience and concord. “Perhaps we should much more exercise
this form of covert leadership in management: instead of management actions for
their own sake – to motivate, to coach and so on – unobtrusive leadership, in which
all the small things that a manager does can be inspiring to others” (Mintzberg
1999, pp. 9–16).
I fully agree with this conclusion, and my own experiences with top performers
have shown me the need to rethink our approach. For the executives it’s time to step
down from their pedestals and to learn to manage in “soft tones” (Fig.3.4).
Based on decades of practical work with managers, Henry Mintzberg designed
an integrated management model. According to this model, leadership takes place
on three consecutive levels, within and outside the organizational unit. The first is
the information level, at which top managers work closely with other executives;
secondly, there is the level of all parties involved and thirdly, the level of action.
Leaders can intervene on each of these levels, but must then also become active
on the other two.
The behavior of leaders can be based on information, but it is only effective
if people are moved to act. Similarly, leadership can be directed at people, but
again has to stimulate action in order to be effective. According to Mintzberg, the
most important leadership roles result from the action on the three levels, both
internally and externally: monitoring and communicating (leading by information);
conducting and connecting (leading by individuals); and acting and negotiating
(leading by direct influence).
156 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of