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The Race for the South Pole cannot be understood without the presence of three great leaders. This paper proposes an optimal, relevant, and Flexible Leadership Model. It also examines a leadership framework based on three theories: autocratic, path-goal, and participative.
The Race for the South Pole cannot be understood without the presence of three great leaders. This paper proposes an optimal, relevant, and Flexible Leadership Model. It also examines a leadership framework based on three theories: autocratic, path-goal, and participative.
The Race for the South Pole cannot be understood without the presence of three great leaders. This paper proposes an optimal, relevant, and Flexible Leadership Model. It also examines a leadership framework based on three theories: autocratic, path-goal, and participative.
The Race to the South Pole: Lessons to Synthesize an Optimal,
Relevant, and Flexible Leadership Model.
By Carlos Mauricio Aguila Cervera carlos.aguila@upaep.mx
ABSTRACT The race for the South Pole cannot be understood without the presence of three great leaders: Robert Falcon Scott, Ernest Shackleton, and Roald Amundsen. The final conquest was not because of one man only, but of the experiences and lessons learned from previous expeditions, as well as, strong leadership skills, character, and teamwork. The attempt of this paper is to propose an optimal, relevant, and flexible leadership model which can be used by leaders in extreme situations of this nature; but also for actual leaders who faces risky decisions in leading high performance work teams. It also examines a leadership framework based on three theories: (a) autocratic, (b) path-goal, and (c) participative and their relationship with the leaders profile of Scott, Shackleton, and Amundsen. Finally, it is proposed a synthesis approach between the path-goal and participative leadership theories which can be described as hierarchical-consultative leadership style.
At the beginning of the twentieth century, great expeditionary nations conquered the toughest and most extreme goals in the world. The great British Empire had positions on all fronts: in the conquest of the North Pole, conquest of Mount Everest, and of course, the conquest of the South Pole. This last race would be struggled against Norwegian expeditions, and there was only one winner. The conquest of the South Pole was not an easy task; it required the greatest commitment in the hardest and radical climatic conditions. The task was not directed at any person, it demanded the best of personality, character, and skills of a special leadership style. The expeditions who tried to conquer the South Pole must be carefully selected, the attack plan had to be perfect, and a mistake could mean death. The race for the South Pole cannot be understood without the presence of three great leaders: Roland Amundsen, Robert Falcon Scott, and Ernest Shackleton. These three explorers staged the golden age of Antarctic exploration. This quest provides countless leadership lessons, so it is important to analyze the profiles of the three leaders who tried to achieve it. What elements of leadership could have saved Scott? What components of leadership Shackleton could have learned to reach his goal? How this extremely rough goal was achieved by Amundsen? This paper presents a synthesis of leadership theories from the main qualities found in each of the three leaders of the expeditions to the South Pole. The attempt is to propose an optimal, relevant, and flexible leadership model. The proposal can be used by leaders in extreme situations of this nature; but also for actual leaders who faces risky decisions in leading high performance work teams. As a complementary work, this paper also examines a leadership framework based on three theories: (a) autocratic, (b) path-goal, and (c) participative; and their relationship with the leaders profile of Scott, Shackleton, and Amundsen. Also, a synthesis approach between the path-goal theory and the participative theory is also proposed; as an optimal leadership style for leading South Pole expeditions. Finally, suggestions for further investigation are discussed.
Leadership Framework
Autocratic Leadership Theory Manktelow (1996-2013) considered the autocratic leadership as an extreme of the transactional leadership style, which was first described by Max Weber in 1947 and subsequently revised in 1981 by Bernard Bass. The transactional leadership style defines a set of organizational processes to motivate the followers to achieve any goal or task (Transactional Leadership Theory, n.d.). The motivational profile of the transactional leader involves a system of rewards and punishments for the follower to obey the instructions given. If the subordinate acts according to the request will be rewarded; contrary, will be punished (Transactional Leadership Theory, n.d.). According to Lewin, Liippit, and White (1939), the autocratic style has four main characteristics: (a) none input from followers, (b) the leader is the only person who decides, (c) the leader commands the way to achieve the goal, and (d) the followers do not have any commitment on the results. Autocratic leadership style emerges when the leader has too much power within the organization, leaving no room for suggestions on how to perform the task, even if they are for the benefit of the group. However, the main advantage of autocratic leadership is the speed on decisions taken, its efficiency, and implementation (Manktelow, 1996-2013). One weakness to note is that this style does not consider followers as self- motivated, so they must be regularly monitored and controlled if the leader wants to achieve the goal (Transactional Leadership Theory, n.d.). According to Schoel, Bluemke, Mueller, and Stahlberg (2011) people with low self-esteem seek strong leadership based on autocratic style. That is why the autocratic leader achieves goals and objectives without considering autonomy and personal development of the followers (Schoel et al., 2011). Schoel et al. (2011) considered autocratic leadership to be more effective where quality control is required, when the task is clear, and when the followers commitment is considered low. It should also be noted that, configuring the environment has a lot to do with the degree of submission of the follower to the leader. A good example could be the automotive industry, particularly the production line workers. Finally, an autocratic leader performs excellently in routine tasks, where he or she defines the goal to achieve and only monitor the different ways in which the follower reach it. This style is not recommended with high performance teams integrated with experts and other leaders (Gupta, 2011).
Path-Goal Leadership Theory The path-goal leadership theory belongs to the contingency theories classification. This model describes three components that determine how to lead a team or task: (a) followers personality, (b) profile of the leader, and (c) nature of the task. ("Contingency theories," 2010-2013). Such theory analyze each event as unique and unrepeatable; so the leader must understand how these components interacts in a particular event with the purpose to adapt his, or her, response to the follower character. This classification is called contingency because the leader should take necessary precautions contingencies before starting the task execution; in this way, will be a much more efficient leader and will strengthen his, or her, position. However, such theories have some disadvantages; for example, the difficulty to identify situations as separated events, which may be an enormous effort that exceeds the execution of the task itself ("Contingency theories," 2010-2013). House framed the path-goal theory in 1971 within the category of contingency and transactional theories. This theory clarifies the responsibility of the leader to manage, direct and define the goal to achieve, the only consideration is the way it is done ("Path-Goal theory," 2010-2013). According to Stinson and Johnson (1975), the path-goal theory holds two propositions: (a) strategic role of the leader is to increase the psychological state of his followers providing coaching, guidance or support; and (b) the situation settles the behavior of the leader. Additionally, two variables may configure leaders behavior: (a) characteristics of subordinates, like the personality or temperament; and (b) environmental factors, like economic conditions, technology, or organizational culture (Stinson & Johnson, 1975). According to Schriesheim and Von Glinow (1977), the path-goal theory states that, the lower the complexity of the task, the stronger the relation between directive behavior by the leader and the subordinate satisfaction. That is why, in a routine task, the follower participation is considered low. As expressed by Robert House (1971), the main role of the path-goal leader is to find better ways to increase the rewards of subordinates so they could reach substantial achievements. It is also leaders responsibility, to make clearer ways to achieve those rewards with fewer obstacles; as a result, the opportunities for subordinates to achieve these rewards will increase, and, therefore, they will achieve the desired results.
Participative Leadership Theory Chester I. Barnard suggested the study of participative leadership in his book The Functions of the Executive, where he collected eight lectures given at the Lowell Institute in Boston in 1937 (Huang, Iun, Liu, & Gong, 2010). Barnard (1962) also argues that organizations are complex communication systems where each person represents a connection point; so, the final responsibility of the leader is to manage this organizational network, and encourage, or motivate, each connection point to take part. Participative leader is the one who makes the final decision, but he, or she, tends to involve their followers in the process (Manktelow, 1996- 2013). The participative leader is characterized by including a transformational charismatic profile; however, near the time of decision making, the leader assumes his authority position to watch and control the fulfillment of the task. According to Sashkin (1976), there is debate about followers participation in leadership exercise; could be seen on one side, as an act of manipulation to perform certain behaviors, or, an act of benevolent autocracy. Additionally, Huang, et al. (2010) argued that participative leadership can be understood from two theoretical models: (a) motivational model and (b) exchange based model. The motivational model states that followers participation in decision making is the main reason of job satisfaction, which eventually results in ideal performance. On the other hand, exchange based model proclaims that, because of followers participation in decision- making, they will develop broad levels of self- confidence and commitment to increase performance; that is how the exchange is done. Further, motivational model is effective in directive and middle management positions; however, the exchange based model is valuable in positions without any subordinates (Huang et al., 2010). Work teams led by participative leaders tend to high job satisfaction on the followers and therefore, are productive. However, it takes time for the team to configure itself and understand the participation level the leader needs (Manktelow, 1996-2013). Finally, the main advantage of participative leadership is that it develops, in the follower, extra-role work behaviors: such as sense of belonging to the organization; as a result, subordinates are strongly committed to any task.
Leadership Framework Contrast and Comparison As discussed above, there is no right or wrong leadership style, but the effectiveness and efficiency in its exercise depends on three components: (a) nature of the task, (b) team configuration, and (c) leader personality ("Contingency theories," 2010-2013). Together, these three components, settle which leadership style to use. Consequently, the autocratic style is effective in situations where participation and followers creativity are not required. If followers participation is considered valuable, participative and path-goal styles are effective. For the autocratic leader, achieving the goal is considered the only purpose; on the other hand, for the path-goal leader, the goal is equally important to achieve the goal and the way to do it. Additionally, for the participative leader, to achieve the goal is just as importantly as followers involvement. An important comparison is: while autocratic leader requires low participation in the decision-making, the participative leader is the opposite: the greater the participation, the greater the effectiveness. Finally, an autocratic leader is effective in short-term assignments with clearly defined objectives; on the other side, participative and path-goal leadership styles are effective when it is required to involve followers, a goal to be clarified, and there is enough time for it. Worth mentioning, according to Hann (2013), the new generations of employees, require a much more participative leadership style, a model without hierarchy or barriers, where the entire organization work collaboratively in achieving the goal. The new generation of followers does not clearly see the exercise of following orders; they prefer to engage in problem solving teams (Hann, 2013).
Digging Deeper on the Leadership Style of Amundsen, Scott and Shackleton It is impossible to understand the conquest of the South Pole without the names of Roald Amundsen, Robert Falcon Scott, and Ernest Shackleton; three historic figures with three leadership lessons.
Robert Falcon Scott: Win or Die Trying He was a Royal Navy officer and a strong character explorer who led two expeditions to conquest the South Pole. With perseverance, determination, and obstinacy, he started out two expeditions to the South Pole. Until the last moment of his death, he stressed his nationalism and pride for the British Empire. According to Collins and Hansen (2013), he would sometimes drive his team to exhaustion on good days and then sit in his tent and complain about the weather on bad days (p. 7). His attention was on the short-term, in the urgent, not in the important. His obstinacy to win the race to the South Pole, poor planning skills, short-term vision, and lack of integration of the crew, were perhaps the elements that led to failure both expeditions he commanded. Scott dies on March 29, 1912 during his second expedition; with the clear consciousness of having lost the race in the hands of Amundsen. Despite his failure, the clarity with which he exercised his leadership and authority are highlighted. In extreme expeditions of this nature, clear goals, great skills of persistence, and discipline are skills needed to achieve the task.
Sir Ernest Henry Shackleton: A Selfless Hero He was a polar explorer who led three British expeditions to the South Pole and a merchant marine who served as third officer in the Discovery expedition under Robert Falcon Scott command. Beside their attempts to conquer the South Pole, Shackleton also tried to cross from ocean to ocean the Antarctic continent. Shackleton's leadership profile is defined as a strong and determined character, empathic and supportive. Always open to learn, he could capitalize the experience of his first failure in the Discovery expedition, devoting more effort and time in planning his own expedition. From the beginning, he dedicated special time choosing his crew and selecting the right men for the exact job. He also tried to understand the leadership style that he would need with the crew and the incentives or rewards he should use on achieving their goal. His talent to connect with his followers and his ability to discover their talents were basic components of his path-goal leadership profile. His humanitarian profile was the reason he preferred to save his men and fail the quest, to perish in the attempt. This significant act was what earned him knighted by King Edward VII on his return home. Shackleton's ability to configure the Nimrod expedition, learning from previous experiences and failures, his ability to integrate his crew without losing authority, and leading by example in critical and extreme situations, are characteristic of path- goal leadership style.
Roald Amundsen: The Last of the Vikings The South Pole was conquered by Norwegian Roald Amundsen on January 25, 1912. His leadership profile has many characteristics of path-goal leadership theory, such as authority on clarifying the goal, and planning and preparation of the expedition which also provided confidence for the entire crew. His personality was a combination of strong and disciplined character, but also grateful and honorable. According to Boynton and Fischer (2007), Amundsens crew was handpicked, he had an all- star player at each position (p. 13). He knew how to reward his crew, taking them into account for important innovations of the expedition. In this way, he provided everything for the team to achieve its mission. True, the leadership profile of Amundsen matches both the path-goal and participative style models. Contrary to Scott, he focused on what is important not merely on urgent issues. To integrate his crew, he searched abilities to interact well with other crew members and personalities suited for extreme expeditions. He planned the right approach for the final attack days, with a smaller group and more tons of supplies. As Collins and Hansen stated (2013), he conquered the South Pole because he adhered to a rule of consistent progress. According to Sniderman (2012), Amundsen achieved his goal through obsession with planning and innovation. He lived always focused on learning (Alroth, 2009), an example would be, the constants trials and errors on improving snow- googles' innovations. He trusted the talents of the crew and encouraged them to continuous innovation to improve equipment.
A Synthesis Approach: Path-goal and Participative Leadership Theories Combined The race for the South Pole was not an easy quest; expeditions of this nature require special leadership personalities and skills. The deadly combination of extreme temperatures, as well as enormous distances in extreme conditions configures a particular leadership profile which is worth learning and mastering. The Golden Age of Antarctic exploration in the early 20th century has left us many lessons of leadership that justify the proposal of a new model. This proposal will help to understand the difficulty and nature of such expeditions and understand their leaders profiles. Such expeditions require specific personality traits to overcome the obstacles faced, so the necessary leadership profile cannot be an authoritarian style, on the contrary, must be flexible and adaptable. To overcome these challenges requires people with determination, with strong and disciplined character, but also with great teamwork skills, motivation and empathy. The great conquerors of the last frontiers - Everest, North Pole, South Pole, the moon, among others - agrees the accomplishment was not the result of oneself, but the sum of wills of the whole team (Holliday, 2008). A synthesis approach between the path-goal and participative leadership theories, described as hierarchical-consultative leadership style, is proposed. This model would be effective in short- range tasks in which the goal is defined clearly, and the way to achieve it is clarified through a successful and relevant planning exercise (Path- Goal theory, 2010-2013). An expedition of this nature requires determination and clarity to define the goal to achieve; this is considered a characteristic of the path-goal theory (Path-Goal theory, 2010-2013). Similarly, this quest requires strong bonds of friendship, motivation, and teamwork to allow the sum of efforts in benefit of the team and, therefore, to achieve the goal. The hierarchical-consultative style is complemented by the ability of the participative leader to integrate the opinions of their followers; achieving greater commitment and job satisfaction (Manktelow, 1996-2013). Although a hierarchical- consultative leader will make the final decision, he invites his subordinates to contribute in the process; which is an important feature of participative leadership style (Bhatti, Murta Maitlo, Shaikh, Hashmi, & Shaikh, 2012). The hierarchical-consultative model is considered optimal because it is composed of the best features of the path-goal and participative style. On one hand, this model integrates the ability to clarify the path through guidance, support, or coaching. It also incorporates the ability to integrate the followers contributions and a strong focus on the goal to achieve; all these constitute path-goal characteristics (Stinson & Johnson, 1975). Further, the model also integrates the ability to engage followers and the motivation to achieve goals. Also, the leader ability to involve followers in the processes of decision making (Zhang, Wang, & Fleenor, 2011); all these considered characteristics of the participative style. The hierarchical-consultative model is relevant, because proposes an innovative scheme to set up the basis of new leadership models, where authority and followers involvement in decision making plays an important role (Authority is important, n.d.). In the same way, all opportunity areas presented by the three South Pole leaders could be complemented by the hierarchical- consultative model. This model highlights two important stages in achieving the goals; first, the stage of planning with consideration of followers opinions. In this stage, creativity and innovation plays a major role. The second stage is about implementation and control of the task. At this stage the team contributions are small, and the main focus is on executing the plan. Both stages highlight the flexibility of the hierarchical-consultative model. In a word, the fundamental basis of all leadership theories is the exchange between two parties: the leader and follower (Huang et al., 2010). This exchange could be, motivation for a determinate behavior; similarly, a financial reward for a task to be done. The hierarchical-consultative model highlights this principle through an emphasis in motivation and followers engagement (Huang et al., 2010). That is why this model is considered functional for extreme expeditions like the South Pole Race as for critical situations in the present- day world.
Conclusion A comprehensive analysis of three different theories of leadership is presented. Also, an analysis of the main characteristic of three major expeditions of the race for the South Pole; ending with the proposal of an optimal, relevant and flexible leadership model called hierarchical-consultative. The study of leadership in critical situations such as extreme expeditions can be considered a relevant practice because highlights aspects that in normal situations would not be obvious. It is considered relevant to fulfill this proposal on present-day situations, in organizations where it is required to clarify the chain of command. Further Investigations should focus on proving the viability and effectiveness of the proposed model.
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