Alan Gilbert is the conductor for the New York Philharmonic. He started at a surprisingly young age at 44. In spite of his young age, Gilbert has won over critics, thanks in some measure to his skillful management of the 106 musicians who play for him. How does he do it?...
One characteristic of his leadership style that makes the entire team so successful is his openness to criticisms and suggestions. Gilbert argues that the musicians are experienced enough to know how the music should sound and encourages them to comment on his leadership style by providing feedback. He feels that this gives the followers a sense of ownership and responsibility in their performance. His constant strives towards success for the entire orchestra demonstrates his drive and passion for what he is doing. This mere concept enables the authentic leadership to emerge.
The developmental definition to authentic leadership helps to identify that his leadership style is a pattern of leader behavior that develops from various aspects of their lives including: self-awareness, internalized moral perspective, balanced processing, and relational transparency. Self-awareness is derived from Gilbert's' understanding that his success is contingent upon the success of his followers. This is reflected and rewarded through his unique style. The article even mentions that relationships are crucial..."connect with your customers -- and actually listen to them on occasion," this statement helps to conceptualize how self awareness can derive from communicating with customers and followers.
When Gilbert performs, he displays vital characteristics that are crucial elements when discussing authentic leadership. Some of these elements include: values, relationships, purpose, heart and self-discipline. Heart and relationships are the two most significant factors that come into play in Gilbert's leadership style. When conducting (especially 106 musicians!) it is crucial to "feel the music." Understand the sounds, tempo, rhythm and know how each individual fits into the entire puzzle of the orchestra...to understand such in-depth characteristics, one must have tremendous amounts of heart, at least to be truly authentic. This enables somebody like Gilbert to not just conduct, but to lead all of his followers to creating masterpieces that are enjoyed around the world! Relationships are also inevitably important in this scenario. One thing Gilbert believes is leaving the office door open. He actively works at being more accessible than his predecessors: "I actually think it's possible to get more out of the musicians by really showing them you know who they are and you identify with them and you trust them," he says. This element of trust exemplifies the importance placed on building relationships and communicating with his followers.
Overall, the leadership displayed by Alan Gilbert, is phenomenal. His constant strives towards learning and growing as a leader help to exemplify his overwhelming passion and love for his art. Furthermore, his constant abilities to build relationships and communicate with his followers illustrate the authenticity existent in his successful leaderships style.
Check out the article at:
http://management.fortune.cnn.com/2011/03/29/advice-from-a-maestro/
-Danny Mielneczek
The part in your post about Gilbert allowing his musicians to give feedback reminded me of the different types of feedback learned in leadership communication. The communication slides states that effective feedback enables the receiver to walk away knowing exactly what he or she did and what impact it had on others. Gilbert tells his musicians to provide feedback on how the music should sound. After this feedback, Gilbert has a better understanding of the quality of music he is producing and how he can improve.
ReplyDeleteIt also seems like Gilbert exhibits some traits of the LMS Theory as well. In the LMX Theory, the focal point is the dyadic relationship between leaders and followers. Your post says that Gilbert believes heart and relationship are the two most important factors in his leadership style. This shows that he values the relationship he has with his musicians. Additionally, Gilbert demonstrates a partnership style of leadership, where the roles are negotiated, the influences are reciprocal, the exchanges are high quality and the interests are within the group as a whole. Your post quotes Gilbert as saying "I think it's possible to get more out of the musicians by really showing them you know who they are and you identify with them and you trust them." This quote shows that Gilbert believes in a phase 3, or partnership, leadership because everything is reciprocated and things are done on a more personal level.
(posted by Kelly Yuen)
Look at the way my colleague Wesley Virgin's report begins in this SHOCKING AND CONTROVERSIAL VIDEO.
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