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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