Home Concepts Concepts of Leadership The Leadership Spectrum: I. Three Primary Perspectives and Practices

The Leadership Spectrum: I. Three Primary Perspectives and Practices

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With a brief description of each domain and with the color of each domain being assigned, we move on to a discussion of the nature of leadership that resides in each domain. We focus first on the domain of ideas and the role played by a Ruby Red Leaders. Our attention then is focused on the domain of intentions and the nature of Azure Blue leadership. Our third domain (Information) is represented in the Golden Yellow style of leadership. We conclude this descriptive journey through the three primary styles or leadership by offering a mythic rendering of the three styles. In our second essay, consideration is given to a four style which blends all three. This fourth style is represented by the Rainbow. Later in this second essay essay, we consider three specific blends of the three primary styles, looking briefly at an Orange, Green and Purple styles of leadership.

The Ruby Red Leader of Action

This is the Ruby Red style of leadership that is fiery. Resources are consumed at a rapid rate, generating a great deal of energy. We need this energy if we are to take action and not just stand in place. This is the leader who leaps out of the fox hole, charging forth in a manner that inspires those around them to also move forward. Without taking action, we are frozen in place—the most destructive state in which a human being can exist. We are no more than the small marsupials living on the African savannah who freeze in place when the lion approaches—for the alternative is to try running away or fighting the lion. Neither of these options make much sense for the marsupial—but do make sense for the human being who is no longer living on the Savannah and is fighting something other than lions. The key motto is: “Don’t Just Stand There Do Something!”

The Fire of Activism

The activist dwells in a world of ideas that lead directly to action. Things are to be done immediately: “Why put off till tomorrow what we can do today!” For the activist, cautious deliberations are frustrating and demoralizing: “Let’s get on with it!” The activist tends to define the world in terms of leadership and risk-taking: “Nothing ventured, nothing gained.” He or she often suspects that the real problem of those who urge more deliberation is an unwillingness to take risks. The activist believes that action must be taken even though not all the information is in and even though the proposed solution is not perfect: “Something is better than nothing.”

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