We are not yet ready to compare any of the old-style leadership models and practices to influential Leadership, but there are general points that inform this particular discussion.
The elements of belief systems that do not sit comfortably with influential Leadership include:
- the dictatorial tendencies of the originator and follow-on heads (‘leaders’),
- the absence of questioning by followers, and lack of tolerance by ‘leaders’ of questioning, which nurtures a general culture of subservience,
- the notion of ‘followers’ rather than collaborators or associates (strict hierarchies),
- the exclusionary and hierarchical design, practice and culture (i.e., the ‘othering’ practice), which specifically targets the place and role of women and people who have alternative beliefs, or none,
- the placing of emotions before reason,
- the contradiction between what is written and / or stated, and practiced by both ‘leaders’ and ‘followers’,
- the disconnect (contradiction) between ‘follower’s’ lived lives and their ‘spiritual’ life, and
- the absence of personal responsibility (in the current life). In some instances, the basis of influential Leadership, namely, social agency, is diluted on behalf of a deity that can resolve social and natural matters on our behalf.