VLeadership StylesRichard Pascale and Anthony AthosThe Art of Japanese Management97 ‘‘“The Importance of Leadership - The Manipulator - The BureaucraticEnd-result EthicsRule EthicsPersonalistic EthicsManipulatorFigure 20. Relation between ethical systems and leadership styles.THE MANIPULATOR1. The most important requirement for success in an organization is power:2. Power is the capacity to modify the conduct of others in a desired manner, togetherwith the capacity to avoid having one’s own behavior modified in undesired ways by others.You should make every effort to control others and prevent them from controlling you. The catchword is “always have the upper hand.” To this end, there is a basic strategy that guarantees success. We will call it the “mini-max” strategy. The idea is to minimize the amount of information the other person obtains about you while you maximize the amount of information you obtain about the other person. The way to go about this is to probe and probe to get to the inner core of -the other person’s basic personality makeup — to find out what makes the person “tick.” This will help you determine “what button to push.” In turn, you should reveal only a facade of your own inner self and never, never allow the other person to penetrate this facade. The key is to be ever-vigil ant.3. Without power, there can be no authority; without authority, there can be no discipline; without discipline, there can be dif­ficulty in maintaining order, system, and productivity.4. You should recognize the power of the purse — and position yourself so that you approve all budgets.Once you have identified the individuals who hold the most power, develop a plan for systematically cultivating these in­dividuals. Then implement the plan!6. One good means of ensuring support from peers is to identify common goals and a common enemy.7. Because many employees resent discipline and seek “happiness” as their ultimate goal, it is essential that you have power to discipline these employees.8. You should seek subordinates who not only have the requisite technical skills but who are also to some degree passive, depen­dent, and submissive.9. You should radiate self-confidence by giving the impression that you know what you are doing and are completely in command of the situation, even though you may not be sure at all.10. You should maintain maneuverability by never committing yourself completely and irrevocably—so that you can always change without loss of face.THE BUREAUCRATIC ADMINISTRATOR10. The organization should be firmly established as a mechanism so that it can continue to function efficiently even with a change of leadership.We will end our description of bureaucracy with this passage from Max Weber that highlights the principal advantages of a bureaucratic organization:THE PROFESSIONAL MANAGERThe vast literature on management reveals reasonably good agreement on the basic functions of management:- Planning— creating a road map on how to achieve the organizational objectives.THE TRANSFORMING LEADER1. Leadership is not merely an attribute or a function, but is a rela­tionship between the leader and the followers.2. The effective leader takes pleasure in the growth and self-actualization of other people.Some managers view coaching of staff as a luxury. If all their primary” duties are taken care of, and they have time to spare, then they might devote some time to coaching. Staff develop­ment simply is not perceived as a core function.Burns’s second point is that lifting others to their better selves ultimately becomes moral. This observation can best be understood by considering it in the light of Maslow’s hierarchy of human needs. Essentially, what the transforming leader is doing is to help lift others up the hierarchy. What happens when an individual moves up the hierarchy is that higher level values, which were previously ‘un­conscious, now become conscious. At the bottom of the hierarchy, the individual’s consciousness was limited to such lower level values as survival, safety, protection, etc. But now moving toward the top of the hierarchy, the individual becomes conscious of such higher level values as truth, goodness, equality, justice, etc. Most would agree that the second set of values constitutes a higher level of morality than the first.Given this summary of transforming leadership, we will end with a challenge from Burns to each and every leader:SUMMING UPVLeadership StylesIn management, as in music, there is a base clef as well as a treble The treble generallycarries the melody in music, and melody’s equivalent in management is the manager’sstyle A manager’s style — the way he focuses his attention and interacts with people—setsthe “tune” for his subordinates and communicates at the operational level what hisexpectations are and how he wants business conducted.Richard Pascale and Anthony AthosThe Art of Japanese Management97 ‘‘“The Importance of Leadership - The Manipulator - The BureaucraticAdministrator - The Professional Manager - The Transforming Leader- Summing UpTHE IMPORTANCE OF LEADERSHIPAs chairman of RCA, Thornton Bradshaw has a clear understanding of the importance ofmoral leadership. He offers to each and every manager these words of wisdom:I’m a great believer that leadership, in a large part, is moral leadership. And people want to follow moral leadership. They respect it. And they expect it too. That’s not being specific, but if the head of a business, for instance, accomplishes everything the shareholders want in terms of increasing the price of shares and increasing dividends and earnings and so forth — if he still fails in terms of this moral leadership, in the long run, that company is not going to prosper.39, p. 227Bradshaw is making reference here to the chief executive officer, the individual whoestablishes the overall climate for the organization as a whole But the statement isapplicable to every manager in the organization, from the chief executive down to the first-level supervisor.The world of business would be a different world if managers would understand theprofound impact of their behavior on the ethical conduct of their people. Through theirwords, actions, and even body language, managers do indeed influence the ethical conductof their people. Granted,