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http://ssrn.com/abstract=1681682
 
 

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Creating Leaders: An Ontological/Phenomenological Model


Werner Erhard


Independent

Michael C. Jensen


Social Science Electronic Publishing (SSEP), Inc.; Harvard Business School; National Bureau of Economic Research (NBER); European Corporate Governance Institute (ECGI)

Kari L. Granger


Center For Character and Leadership Development

May 10, 2013

THE HANDBOOK FOR TEACHING LEADERSHIP, Chapter 16, Scott Snook, Nitin Nohria, Rakesh Khurana, eds., Sage Publications, 2012
Harvard Business School NOM Unit Working Paper 11-037
Barbados Group Working Paper No. 10-10
Simon School Working Paper Series No. FR 10-30

Abstract:     
The Editors of the “Handbook for Teaching Leadership” (where this paper appears as Chapter 16) ask the following in their introductory chapter: “How does one teach leadership in a way that not only informs [students] about leadership but also transforms them into actually being leaders?” (p. XXIV).

The sole objective of our ontological/phenomenological model for creating leaders is to leave students actually being leaders and exercising leadership effectively as their natural self-expression. By “natural self-expression” we mean a way of being and acting in any leadership situation that is a spontaneous, intuitive and effective response to what one is dealing with.

In creating leaders we employ the ontological discipline (from the Latin ontologia “science of being”). The ontological model of leader and leadership opens up and reveals the actual nature of being when one is being a leader and opens up and reveals the source of one’s actions when exercising leadership. And, ontology’s associated phenomenological methodology (explained in 2 below) provides actionable access to what has been opened up.

The being of being a leader and the actions of the effective exercise of leadership can be accessed, researched, and taught either:

1) as being and action are observed and commented on “from the stands”, specifically as these are observed by someone, and then described, interpreted and explained (third-person concept of), or

2) as being and action are actually lived and experienced real time “on the court”, specifically the way being and action are actually present for the player herself (first-person experience of). As a formal discipline, the “on the court” method of accessing being and action (that is, accessing being and action as they are actually lived) is named phenomenology.

In short, an epistemological mastery (a from-the-stands mastery) of a subject leaves one knowing.

An ontological mastery (an on-the-court mastery) of a subject leaves one being.

Of course the students themselves do not need to study ontology; they only require the access to being and the source of action that is provided by the ontological perspective. And, they don’t need to study phenomenology; they only need to be provided with the actionable pathway to the being of being a leader and the actions of the effective exercise of leadership made available by the phenomenological methodology.

For the Slide-Deck Textbook for the course and the entire 1056 pages of the course materials as the course was taught in Cancun, Mexico, 23-25 October and 28-30 October, 2013 see: http://ssrn.com/abstract=1263835.

The body of this paper is 26 pages long. It is followed by appendices which present the participant course evaluations of eachr the courses delivered by the authors in various university and public venues.

Number of Pages in PDF File: 72

Keywords: Leader, Leadership, Ontology, Phenomenology, Context, Occur, Correlate, Natural Self Expression

JEL Classification: M1

Accepted Paper Series





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Date posted: October 27, 2010 ; Last revised: August 26, 2014

Suggested Citation

Erhard, Werner and Jensen, Michael C. and Granger, Kari L., Creating Leaders: An Ontological/Phenomenological Model (May 10, 2013). THE HANDBOOK FOR TEACHING LEADERSHIP, Chapter 16, Scott Snook, Nitin Nohria, Rakesh Khurana, eds., Sage Publications, 2012; Harvard Business School NOM Unit Working Paper 11-037; Barbados Group Working Paper No. 10-10; Simon School Working Paper Series No. FR 10-30. Available at SSRN: http://ssrn.com/abstract=1681682

Contact Information

Werner Erhard
Independent
HOME PAGE: http://www.wernererhard.net
Michael C. Jensen (Contact Author)
Social Science Electronic Publishing (SSEP), Inc. ( email )
7858 Sanderling Road
Sarasota, FL 34242
United States
617-510-3363 (Phone)
305 675-3166 (Fax)
HOME PAGE: http://ssrn.com/author=9

Harvard Business School ( email )
Soldiers Field
Negotiations, Organizations & Markets
Boston, MA 02163
United States
617-510-3363 (Phone)
305-675-3166 (Fax)
HOME PAGE: http://drfd.hbs.edu/fit/public/facultyInfo.do?facInfo=ovr&facId=6484
National Bureau of Economic Research (NBER) ( email )
1050 Massachusetts Avenue
Cambridge, MA 02138
United States
European Corporate Governance Institute (ECGI) ( email )
c/o ECARES ULB CP 114
B-1050 Brussels
Belgium
Kari L. Granger
Center For Character and Leadership Development ( email )
c/o Lizbeth Williams
2354 Fairchild Hall
United States Air Force Academ, CO 80840
United States
719-648-6534 (Phone)
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