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Journal of Education for Business
ISSN: 0883-2323 (Print) 1940-3356 (Online) Journal homepage: http://www.tandfonline.com/loi/vjeb20
Book Review
James L. Morrison
To cite this article: James L. Morrison (2008) Book Review , Journal of Education for Business, 84:1, 62-64, DOI: 10.3200/JOEB.84.1.62-64
To link to this article: http://dx.doi.org/10.3200/JOEB.84.1.62-64
Published online: 07 Aug 2010.
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62 JournalofEducationforBusiness
BOOKREVIEW
Clawson,JamesG.LevelThree
Leadership:GettingBelowtheSurface. UpperSaddleRiver,NJ:Pearson/ Prentice-Hall.2009.473pp. ISBN0-13-242384-7.$80.
nLevel Three Leadership: Getting Below the Surface, James Clawson putstogetheranintriguingtextthatana-lyzes the behavior of leaders at three levels. The initial level is described as self-awarenessofone’svisiblebehavior. The second level of leadership focus-es on an understanding of conscious thought or the ability to take data and organize it in such a way as to gener-ate creative solutions to problems as theyarise.Thethirdlevelofleadership, and most important, targets the need to synergize the values, assumptions, beliefs, and expectations of others to create an effective organization. Claw-sonusesthesethreelevelsasabackdrop for studying roles in which leaders are expectedtoexcelinanorganization.A diamond leadership model developed by Clawson identifies these roles as being a self-leader, setting strategy for accomplishingtasks,influencingothers, The text targets faculty in both under-graduateandgraduatebusinessprograms who desire to teach about leadership developmentwithouthavingtoundergo an intensive scholarly study of theories in the discipline. Therefore, Clawson analyzes situations in which leaders often find themselves, for the purpose of exposing the versatility of their role inanorganizationratherthanproviding atheoreticalframeworkforbecominga scholarinthefieldofleadership.
Hence,thepremiseofthetextishow leaders can engage and influence oth-ers to follow their lead with dignity
and respect. To Clawson, leadership is aboutmanagingenergy,firstinyourself and then in those around you. In this regard, the reader is actively engaged throughout the text. Clawson’s work may be considered an action text in which the reader is given numerous opportunitiestoengageinself-analysis tasks. For example, each chapter ends with a summary of the key concepts introducedinthatchapter,questionsto reflect on those concepts, and a brief casetoapplywhathasbeenlearned.A seriesofself-analysissurveysaredeliv-eredinaworkbookformatthatmaybe completedasthereaderprogressesfrom chaptertochapter.
The flow of the text is consistent withthefivekeyelementsofaleader-ship diamond model, beginning with strategic thinking and then moving to understanding the individual, influenc- ingothers,designinganeffectiveorga-nization,and,finally,leadingchange.To correspond,therearefivesectionstothe text, consisting of 26 chapters, which resultinadetailedexaminationofeach componentofthediamondmodel.
In this regard, the introductory sec-tion consists of three chapters that set the stage for study. Initially, Clawson presentstheleaderasonewhoseeswhat needstobedone,understandstheunder-lyingforcesatplay,andhasthecourage to initiate action to make things better. The five points to the leadership dia-mond model are then introduced as the keyelementstoleadership.Theyinclude the leader, task, organization, engage-ment,andchangemanagement.Next,the threelevelsofleadershiparedelineated. Level One Leadership focuses on self- motivation and developing confidence in getting something new and differ-entaccomplished.LevelTwoLeadership consistsoftheleader’sthinkingprocess andhowonegoesaboutorganizingdata for decision making. Last, Level Three Leadership covers capitalizing on the values and basic assumptions held by othersforcreatingsynergy.
Section2bringsreaders’attentionto the critical need for leaders to be able tothinkstrategicallyasinnovativeways to organize work are designed. The five chapters in this segment focus on empowermentandinformationsharing. Clawsonsuggeststhateffectiveleaders likely work in boundaryless organiza-tions in a context in which sweeping changes in work relationships occur. Thisisaresultoforganizationalstruc-tures moving from an agricultural era of aristocracy in the 1800s, in which power was held by one person at the top,tobureaucraticorganizationsinthe 1900s during the manufacturing era, whenpowerwasformallytiedtoone’s position.Morerecently,withtheemer-genceoftheinfocracyera,relationship buildingandpowersharingareelevated in importance. Clawson writes about theimportanceofextendingleadership capacity(intermsofstrategicplanning) fordevelopingorganizationalcorecapa-bility, assuring conduct that is moral, ethical,legal,andculturallyresponsible for instilling a spirit of innovation on the basis of customer experience, and creatingeffectiveteamdynamics.
Clawson begins Section 3 by asking what he considers the most important lifequestion:Willyoueverbeanything morethanavesseltransmittingthegenes of previous generations on to the next? Thisquestionintroducestheroleoflead-ersasagentsofchange.Hesuggeststhat leaders cannot change anything in the worldwithoutchangingthemselvesfirst. In this effort, Clawson suggests leader-ship as a psychological process where onemustbesatisfiedastowhereheor sheisheadedandwillingtotakemajor steps to advance the intellect. In other words,Clawsonsuggeststhatleadership isaboutmovingpeople’sheartsaswell as their minds. Under this framework, leadershipisnotonlyaboutbeingintel-ligentbutalsobeingsociallycompetent, emotionally balanced, and change ori-ented.Therefore,leadersareindividuals insearchoffulfillingtheirdreams.This
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thoughtispackagedashavingresonance with life, which is interpreted as put-tingone’sbesteffortforwardtofulfilla dream.Inotherwords,leadersaregener-ally the ones who can find their reso-nance by the willingness to invest time andenergytomakethatdreamareality. Clawson concludes this segment with a global observation. He implies that leadersshouldlearnaboutothercultures, do what they want them to do. Level One Leadership focuses on how lead-ers use orders, commands, threats, and coercion to control the visible behav-ior of others. Level Two Leadership focusesonpersuasionandarguingasa strategytoaccomplishagoal.InLevel Two Leadership, leaders learn about the necessity to speak with clarity and truthfulnessbycarefullyselectingtheir words to stimulate action. Thus, the leaderreliesontheuseofsoundlogic, robust data, and sensitivity to commu-nicate in an unthreatening way. Last, LevelThreeLeadershipisaboutvision-ing,storytelling,caring,activelistening, andreachingouttotheheartsofpeople. The capability of uniting those around them by synergizing values, beliefs, andexperiencesofothersrepresentsthe heart of leadership. The six steps to effectiveleadershiparecarefullydelin-eated at this point of the text.To rally followers, leaders must be certain to clarifytheircorevalues,stipulatewhat ispossible,clarifywhatandhowothers cancontribute,supportothers,berelent-less,andcelebrateprogress.
The last segment focuses on leaders beingdesignersofchange.
Becominganagentofchangeisana-lyzedamongamyriadoforganizational structures briefly identified as military, division, matrix, and hybrid. The glue to any organization is leadership, with itsaccompanyingrules,regulations,and sharedvalues.Clawsonendsthetextby offeringseveralratherwell-knownlead-ership change models, including John Kotter’s Seven Step Change Model, Nevis MIT Change Model, and Pro-chaska’sModelforPositiveChange.
Theprimarystrengthtothetextisthe use of the diamond leadership model as the basis for studying the key ele-mentsofleadership.Thematerialflows inaneasy-to-understandpattern.Inthis regard, the progression of the content follows the model beginning with an analysisofstrategicthinking,movingto understandingyourself,influencingoth-ers, and designing and leading change. There are other strengths to the text. Clawson has attempted to make learn-ing about leadership not only an easy processbutalsoapersonalone.Toassist the reader in measuring him- or herself againstthosetraitsandstylescharacteris-ticofeffectiveleadership,aself-analysis workbook with numerous exercises is provided.Inthisregard,thereareample opportunities for the reader to identify hisorherowntendenciesforexhibiting effective leadership at each of the three levelsofleadership.Inaddition,thereis alsoaninterestingteamassessmentexer-cisethatsensitizesstudentstorolesteam members fulfill during change projects. Anexcellentappendixwithasignificant numberofleadershiptheoriesisincluded for those interested in getting a more scholarlyperspectiveofleadership.
Along a similar instructional pat-tern,anexcellentWebsiteisprovided for those who adopt the text. Read-ers can access a variety of print and digital materials in a downloadable format. A comprehensive instructor’s
manual that also includes a rather sophisticated test item file is provid-ed. Another attractive aspect to the text is the ability of students to pur-chaseanonlineversion.Studentscan make notes online, print out reading assignments,andbookmarkimportant passagesforlaterreview.
Attimes,Clawsonappearstomerge leadership and management expec-tations and roles. In this regard, the science of management is not clearly delineated from the art of leadership. Leadership is more than the work of one or two individuals. Leadership is about establishing an environment in whichgroupsofindividualsareinspired toaccomplishasharedgoal.Itreflects the energy within an organization. At times, it appears that management and leadership are presented along similar expectations, and this may be confus-ing. Supporting this confusion is the lackofclarityinmanyofthediagrams. They appear to be more management orientedandaredifficulttofollow.
In conclusion, the text presents the casethatleadershipisaboutchange,and becominganagentofchangerequiresper-sistenceinthedevelopmentofanewset of skills. However, Clawson also warns the reader that individuals are generally creatures of old, unproductive habits, so thechallengeinlifeistoriseabovethese habits. In this regard, Clawson has put together a worthwhile text that makes learning about leadership a personal endeavor.Hearguesthatindividuallead-ership capacity emanates from beliefs, core values, and assumptions that indi-viduals can take advantage of or ignore. Thisisanexcellenttextforthosestudents
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