Tag Archives: informal authority

A Seeker’s Guide to Teaching: A Great Resource

In 2009 I discovered a website called “The Guru’s Handbook”. For a good foUr years this site provided a nourishing influence for my teaching life, and I would drop in on the site from time to time to take in some of the insights on the deeper interpersonal (and perhaps transpersonal) dimensions of teaching practices.

After taking a sabbatical in 2012 to pursue creative writing and music projects, I fell out of touch with the website. When I returned to teaching full-time in 2015, I noticed with great disappointment that the original site was gone.

Though I searched for the author, Asher Bey, I could not find anything beyond 2013, even on the site’s Facebook page. I even searched for the URLs on the Internet Archive Wayback Machine but only came up with the defunct URLs for the individual blog posts -which appeared to be no longer available as actual posts.

By chance, I decided to follow a hunch and to comment with a question on the Guru Handbook Facebook page, expecting no answer, as the page had been inactive for a long time.

And I received an answer -presumably from Asher Bey. It turns out that the site had moved to a WordPress.com format, and, after spending some time with it, I can see that all of the original writings from the other site are included.

Over the years, I’ve come to see that it doesn’t matter how many people are reached. It only matters who. With this in mind, I am delighted to share the site with whomever comes across this blog post.

If even one person absorbs even the vague after-scent of the wisdom  offered in these writings, so much the better for the students who come into contact with them.

And so much better for the world.

https://gurushandbook.wordpress.com

 

 

 

 

 

 

Thoughts on “laissez faire” leadership

I have been writing an essay about collaboration, using the process of making the album “Eleventh Hour Shine” as a case study.  To my surprise, the essay has taken a turn towards the study of leadership.

I’ve decided to post different portions of the essay in individual blog posts.  Today, I’ll present a brief passage about a style of leadership called “laissez faire” or “Delegative” Leadership.

Laissez Faire/Delegative Leadership  This leadership style seems to be the most prevalent in large bureaucracies.  The words laissez faire come from the French and mean “let” (laissez)  “do” (faire).  The phrase was born from a French economic philosophy which champions the idea that an economic system should take its own course without regulation or interference.

As far as leadership is concerned, this style has some merit in that the leader chooses not to micro-manage or interfere with subordinates.  Rather she allows the activities of the organization/project to take their own course and trusts people to do what is needed.  If the right people are hired or brought onto a project or organization -people with an internal locus of value and intrinsically high standards- then this mode of leadership might be effective.  Problem is, this is rarely if ever achieved.

Projects, businesses or organizations with this style of leadership are destined to fail because this mode of leadership doesn’t take into consideration the following factors: 1) There are certain personality types that thrive on clear and directive guidance from people with formal authority.  2) The lack of direction and oversight almost always breeds a power vacuum in which informal authority can be seized by unscrupulous individuals with psychopathic tendencies.  This is why workplace bullying is so prevalent in public bureaucratic institutions.

Laissez-Faire Leader
Laissez-Faire Leadership can lead to organizational malaise and potential chaos.