Professor Canute Thompson invited to me to give remarks at the launch of his latest book: Re-imaginative Leadership: Concepts and Applications. I hesitated. I tried to disabuse him of any notion that I am a management or leadership scholar, despite the fact that we do teach management and its associated functions in the Faculty. He responded that as a Dean, I practise leadership on a daily basis, and so I am well equipped and qualified. He added that my perspective as a social scientist would be appreciated. I quietly relented. I immediately got to work, drawing on my Sociology background and leadership experience. I reminded myself that since Sociology is the study of (Social Life) – society and culture and the human behaviours, relationships and (patterns of) interactions which define said society, a study of leadership must then be a study of how human behaviours, relationships and interactions are fostered within an organization, enabling the organization to unlock its purpose and essence, causing it to succeed and thrive. Sociologists, after all, do investigate the structure of organizations and how people interact within them.
Theological foundations and basic assumptions of the work
Professor Thompson takes us on a deep dive into the study of a particular kind of leadership, that of Reimaginative leadership, which he argues very cogently is a necessary skill for this modern 21st Century which is qualitatively different from the 20th Century. Divided into 3 sections, with 12 chapters and appendices, the author imprints his Christian theological background on the work, and borrows from the Buddhist and Judeo-Christian traditions, arguing that reimaginative leadership has its philosophical foundations in Buddhism in which the values of unselfishness, integrity, gentleness and patience are paramount, and in the Judeo-Christian heritage of prophetic leadership which as he asserts “challenges the dominant hegemonic ideas of the oppressor and those who hold power” (10).
Professor Thompson takes us on a deep dive into the study of a particular kind of leadership, that of Reimaginative leadership, which he argues very cogently is a necessary skill for this modern 21st Century which is qualitatively different from the 20th Century.
He establishes early on, that the book is informed by two basic assumptions: (1) – that leadership is behaviour and not a position, and (2) – that everyone in an organization can provide leadership. He argues, however, that his position on Reimaginative leadership is not a final one, but rather a contribution to a conversation. The book, it must be noted, builds on two previous authoritative/commanding texts on leadership which he also wrote establishing him as an authority in the field. These books are: Leadership Reimagination: A Primer of Principles and Practices, published in 2013, and Locating the Epicentre of Effective Educational Leadership in the 21st Century, published in 2015.
The author argues that with this century, characterized by the digital knowledge revolution, in which access to information and knowledge is virtually free and available to all, workers/employees included, leaders today, many of whom are Gen Xers (born between 1965 and 1980), hardly therefore enjoy a monopoly on information or are viewed as the sole figures of authority on particular information. Today they are dealing with a different type of worker (Millennials – 1980-2000; Gen Zers – born after 2000) who is more aware and demanding because of the greater and easier access to information. We can agree that social media alone has provided a huge platform for the democratization of information. The management-worker relationship, Professor Thompson asserts, must therefore be sensitive to this reality, and as such leadership styles must be reimaginative and human-centric, given more to motivating, empowering and inspiring workers. He sees empowerment as crucial, and with it, the attendant embracing of diversity, the adoption of an alternatives thinking (106) ethos which encourages and fosters innovation and creativity, and an abundance thinking mindset which he says is the capacity to see others as possessing goodness and greatness (39). He cautions that to not embrace this type of leadership is to not only do a disservice to the organisation one leads, but also to do a disservice to oneself and the society.
The author argues that with this century, characterized by the digital knowledge revolution, in which access to information and knowledge is virtually free and available to all, workers/employees included, leaders today, many of whom are Gen Xers (born between 1965 and 1980), hardly therefore enjoy a monopoly on information or are viewed as the sole figures of authority on particular information. Today they are dealing with a different type of worker (Millennials – 1980-2000; Gen Zers – born after 2000) who is more aware and demanding because of the greater and easier access to information.
Organisations are therefore called upon to introspect, and leaders called to ‘step up’ and demonstrate courage, compassion, confidence, self-control and commitment, and to be more collaborative and consultative, and less reliant on the use of force. After all, these are not normal times, the writer asserts. For Bennis and Nanus, we are living in a VUCA (Volatile, Uncertain, Complex, and Ambiguous) world. PVC emphasises that there must be a commitment to mutual accountability as a new attitude. For him, workers are themselves leaders, just with a different level of responsibility.
Methodological framework and core principles of reimaginative leadership
Professor Thompson reminds us from his demonstrated knowledge of leadership theories and his methodology – case studies, desk research, surveys, in-depth interviews – and involving companies (Jamaica Money Market Brokers [JMMB] and 3M), principals, and personalities he deemed/deems as displaying reimaginative leadership values and core principles (Dr. Peter Phillips; Hon. Mia Mottley; former New Zealand Prime Minister, Jacinda Arden; Martin Luther King Jnr; Rosa Parks; Nelson Mandela, among others) – that leaders have a duty to be accountable, ethical, courageous (boldly engaging with others), caring (ensuring that all voice are heard and respected; listening), just (facilitating the development of others), and trustworthy. He speaks of leaders displaying a constructive subversive mindset which involves being given to ongoing self-critique, and notes that this requires a particular self-confidence and courage and transcendence of ego (102). It also means the fostering of a culture in which “‘yesmanship” is unlikely to flourish” (55). Thompson notes that ‘yesmanship’ is antithetical to mutual accountability, and so leaders must ensure that organizational policies guarantee protection from “retribution for asking tough questions, and offering criticisms of superiors” (60).
Professor Thompson reminds us from his demonstrated knowledge of leadership theories and his methodology – case studies, desk research, surveys, in-depth interviews – and involving companies (Jamaica Money Market Brokers [JMMB] and 3M), principals, and personalities he deemed/deems as displaying reimaginative leadership values and core principles (Dr. Peter Phillips; Hon. Mia Mottley; former New Zealand Prime Minister, Jacinda Arden; Martin Luther King Jnr; Rosa Parks; Nelson Mandela, among others) – that leaders have a duty to be accountable, ethical, courageous (boldly engaging with others), caring (ensuring that all voice are heard and respected; listening), just (facilitating the development of others), and trustworthy.
Sociology, social capital and leadership
My sociological lenses afford me an interpretation of this treatise on reimaginative leadership as a main ingredient for the building of strong organizational social capital, with all of the attributes of goodwill, appreciation, passion, optimism and mutual accountability as per Bourdieu, Puttnam and Coleman. Organisations, after all, are fundamentally about the building and manifesting of bonding, bridging and linking social capital – what sociologists refer to as the glue that binds; the solidarity and collective conscience seen in the strengthened relationships that are so critical for identity, employee engagement, productivity, retention, and ultimately success. The author demonstrates very cogently that reimaginative leadership is fundamental to the development and strengthening of that glue. The featuring of the company, JMMB, with its Vision of Love charter as an example of reimaginative leadership in practice, demonstrates how high organizational social capital, rooted in trust, delivers dividends.
My sociological lenses afford me an interpretation of this treatise on reimaginative leadership as a main ingredient for the building of strong organizational social capital, with all of the attributes of goodwill, appreciation, passion, optimism and mutual accountability as per Bourdieu, Puttnam and Coleman.
In a 2022 article titled “Network Effects: How to rebuild social capital and improve corporate performance”, published in McKinsey Insights Business, authors Lauricella, Parsons, Schaninger and Weddle, assert that “Social capital matters for an organization’s performance.” They posit that it is not just something nice to have, but rather is an essential business lever that should be managed in the same way as “financial, human, and other forms of corporate capital: systematically and intentionally.”
It is difficult to come away from reading this book unchanged because of the reflecting, introspecting and fact checking oneself that it stimulates. As a leader, one cannot get away from asking questions such as ‘Am I portraying the attributes of reimaginative leadership?’; ‘Is there any area of my leadership in which I can improve?’ As Professor Thompson advances, the mind of the reimaginative leader is one that revisits, reviews, reexamines and rethinks (15). What I know for sure is that being authentic, unafraid to have your vulnerabilities known and shown, and being not beyond reproach, work!
It is difficult to come away from reading this book unchanged because of the reflecting, introspecting and fact checking oneself that it stimulates. As a leader, one cannot get away from asking questions such as ‘Am I portraying the attributes of reimaginative leadership?’; ‘Is there any area of my leadership in which I can improve?’
For me, the book is a must read for those of us in whom leadership positions have been entrusted, and also for the colleagues with whom we work, so that they can keep us accountable, while also being accountable – mutual accountability. I also deem it highly recommended reading for all who aspire to be leaders. The book makes a real contribution not just to the field of leadership and management, but also to the field of (organizational) social capital, setting out very clearly the elements of reimaginative leadership, which if endorsed and practiced, are expected to generate high levels of trust. [1] It is hoped then that these will foster high levels of employee engagement, innovation and overall organizational success, all to the good of Caribbean enterprises in these small powerhouses that we casually call ‘the islands’.
I have to agree with Professor Sir Hillary Beckles that Professor Canute Thompson is easily “a reimaginative education leader”!
[1] Real tensions can arise, however, in societies that are rigidly stratified and marked by moderate to high levels of inequality, since trust deficits will likely be high. Under such conditions leadership that is reimaginative will hardly be manifest or even thrive without radical and deliberate efforts at building bonding and bridging social capital, and ongoing self-examination.
Reference
Charbel Haddad , C. (2022, August 8). Network Effects: How to rebuild social capital and improve corporate performance. Transformational Strategies.
Dr Heather Ricketts is a Senior Lecturer in Sociology and is Dean of the Faculty of Social Sciences at the Mona Campus of The University of the West Indies.
Editor’s note: The article above is a lightly edited speech for the launch of “Reimaginative Leadership: Concepts and Applications” by Professor Canute Thompson.