Download James MacGregor Burns on Self

James MacGregor Burns on Self-Actualized Leaders
Here are a few brief thoughts on self-actualization as
it applies to leaders. These thoughts are generated
from Leadership, pages 116-117.
Maslow’s hierarchy of needs is the psychological
theory that describes an ascending order of needs with
that of “self-actualization” at the top of that
hierarchy. This theory has often been attacked by
Christians who decry the “humanistic flavor” of the
paradigm. I believe that the general framework of the
theory is reasonably accurate. I would agree with
some of the critics that the “content” or explanation
of self-actualization will look differently for a Christian theologian than it would for a
humanistic psychologist. With that said, Burns talks about what self-actualization looks
like for leadership. The following paragraphs are mainly the words of Burns with an
occasional “edit” by me.
Self-actualized leaders are: healthy psychologically, creative, continually striving to
grow and become all they can, managing the balance of self and others, confident and
competent in who they are, respectful of others.
One talent all leaders must possess is the capacity to perceive the
needs of followers in relationship to their own needs and to help
(mobilized, empower) followers to move toward fuller self-realization
and self-actualization as the leader moves toward that end.
(The next two paragraphs are loaded with substance. I think Burns was describing
Level Five leadership decades before Jim Collins coined that phrase. I also think Burns
is describing a kind of servant leadership that is quite different from so much
leadership we experience today that is mainly the exercise of power and control over
others.)
The most marked characteristic of self-actualizers as potential leaders
goes beyond Maslow’s self-actualization; it is their capacity to learn
from others and from the environment – the capacity to be taught.
That capacity calls for an ability to listen and be guided by others
without being threatened by them, to be dependent on others but not
overly dependent, to judge (evaluate/assess) persons with both
affection and discrimination, to possess enough autonomy to be
creative without rejecting the external influences that make for
growth and relevance. Self-actualization ultimately means the
ability to lead by being led. (WOW! I don’t find too many Christian
leadership ‘experts’ articulating this perspective on leadership!)
Leadership ConneXtions International, Brian K. Rice, August 2007
It is this kind of self-actualization that enables leaders to comprehend
the needs of potential followers, to enter into their perspectives, and
to act on popular needs . . . Because leaders themselves are continually
going through self-actualization processes, they are able to rise with
their followers, usually one step ahead of them . . . and to help
followers move into self-actualization processes.
Throughout his book, Leadership, Burns is continually developing a concept of
leadership as distinct from the exercise of power. The exercise of power is when an
individual manipulates, controls, or coerces others to do what the power wielder
wants. Burns is emphatic – that is not leadership. Instead, leadership is a careful,
creative, generative interplay between the needs of followers and leaders where a
mutual pathway emerges into a better future.
Leaders are those who through a wide variety of means, find ways to promote the
personal growth and achievement of others. Leadership is not about finding clever
ways to get “followers” to buy-in to what a dominant leader thinks best. Leadership is
about a collegial mutuality, where leaders and followers together walk into a
collaborative future.
I find myself thinking that as far back as 1978 (when his book was first published) that
Burns was talking about a “new kind of leader” that so many of us are looking for
today.
I think the way Burns uses and morphs Maslow’s self-actualization idea is stimulating.
If you are a leader, take some time to evaluate how much and how well you are doing
with Burn’s description of Self-Actualized Leaders.
Leadership ConneXtions International, Brian K. Rice, August 2007