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• W2993949742 abstract "James MacGregor Burns is a senior fellow in Jepson School of Leadership Studies at University of Richmond, Virginia. He has been instrumental in establishing leadership studies as an academic discipline. Ritchie McKay is Head Coach of University of New Mexico Lobos men's basketball team. Mr. McKay joined UNM after spending two years at Oregon State University where he was youngest head coach in Pac-10. Interview with James MacGregor Burns Berg: Most people are probably aware of your work Writing about Roosevelt1 and Kennedy2 but I'd like to focus on work you've done in area of leadership. To begin, what lead to development of your 1978 book Leadership3? Burns: I had done essentially two things before that. I had been, as you suggest, a biographer. The trouble with being just a biographer is that one learns a great deal about a particular leader but not necessarily about leadership. The other thing I had been was a professional political scientist. But I found that political science was a bit too narrow for me, that kinds of questions I was raising were historical and psychological and philosophical. Hence, I had to move outside political science into various fields represented by leadership. BCg: Since you wrote your book in 1978, what changes have you seen in field of leadership studies? Burns: that's a long and difficult question. I guess-and this is big change-that study of leadership had more coherence 30 or 40 years ago, and today it's lost that coherence. I think main aspect of study of leadership today is its fragmentation, almost its pulverization. We're finding leadership being studied in many, many venues. Of course, that's as it should be. But theory of leadership has become fragmented so we don't have a kind of central theory of leadership. Berg: Is trying to bring together some of that fragmentation what was behind Jepson School4? Burns: I think original purpose of school was simply to do a good job with teaching leadership to students, to undergraduates. But your question is a good one because one thing that's happened with me and my colleagues at Jepson School and elsewhere is feeling that fragmentation has become quite extreme. So, this year we had a meeting with practically whole faculty of Jepson School plus people from other institutions working on this problem. We actually set up a bold hope which might lead us to develop a general theory of leadership, but we took a more modest approach and we're seeking an integrated theory of leadership. We met for several days and made a start on that effort. Berg: I have learned that some people are critical of contemporary leadership training programs and refer to them as the flavor of month. The feeling is that it's a way for big names to make more money but programs don't really do a lot of good. Burns: Essentially that feeling reflects what I'm talking about. What's happening is that a great deal of teaching of leadership is done in very specific situations. So you get teaching in educational leadership, business leadership, etc. Given nature of field, I think that's inevitable. The problem is that more you educate people in specific fields of leadership, more you may be un-educating them in other fields. For example, there's a great deal of teaching of business or managerial leadership these days and often focus is on experiences in particular corporations like General Electric. That's fine, except one gets to be an expert on leadership in a very specialized sector and does not learn much about leadership generally. So, bottom line is that we need more teaching of leadership theory. And of course critics will say, Well, you're teaching general stuff, not very practical, not very applicable, and my answer to that is that if we teach leadership as a general theory or an integrated theory, we should be able to teach leadership that applies to all situations. …" @default.
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• W2993949742 title "Two Sides of the Same Coin: Leadership." @default.
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