Organizational Leadership
Leadership examples from 'iNTO tHIN aIR'
The tragic account in Into Thin Air, by Jon Krakauer, demonstrated three leaders throughout the novel - Robert Hall, of Adventure Consultants, Scott Fischer, of Mountain Madness, and Ang Dorje Sherpa. The analysis, of these three leaders, will be based on the different aspects of three approaches to leadership:
According to the Traits and Skills approach both Hall and Fischer would have scored relatively high in all areas accept aspects related to emotional intelligence. According to the Traits Approach, both leaders lacked conscientious and dependability. (Northouse, 2016) They lacked conscientiousness because they failed to follow their own plan on the agreed time to return back to camp, which could have been avoided with clearer communication and reassurance in the team’s ability. As a result, the ability to be dependable was reduced.
In the Skills Approach, both Hall and Fischer would score high in technical and conceptual skills. (Katze, 1955) Similarly they would score high in the human skills as they had the ability to work with people. However, did they know the perspectives of others in relation to their own? Being adaptive of ideas with others is what creates trust. (Northouse, 45) However, as Krakauer stated, ‘trust in one’s partners is a luxury denied those who sign on as clients on a guided ascent; one must put one’s faith in the guide instead…I suspected that each of my teammates hoped fervently as I that Hall had been careful to weed out clients of dubious ability, and would have the means to protect each of us from one another’s shortcomings.’ (Krakauer, 1997)
Ang Dorje Sherpa also demonstrated great cultural-specific leadership skills, which set him apart from both Scott and Fischer. A deeply religious individual, he also was high in skill and traits of what constitutes a leader. However, what really set him apart was his ability to provide structure and nurture those around him, which are aspects of the behavioral approach to leadership. (Northouse, 2016, 72) This was a result of his understanding of not only those who were foreign to the land and the expedition, but he was able to bring understanding to the other Sherpa’s.
In the ending of the tragic story of climbing Everest, many lives were lost. However both Hall and Fischer perished on the mountain. Some could argue that the lives that were lost were due to environmental influences, which were beyond both leaders ability. (Northouse, 2016, 55) Despite the ‘shortcomings’ (Krakauer, 1997) of each member on the team, both Hall and Fischer sacrificed themselves for the survival of others on the expedition. However even after such experiences, a leader needs to have the ability to turn around and be reflexive by questioning what they know and what could have been changed. Mistakes happen but it’s being aware of those mistakes is what brings growth and change in a leader’s vision forward in becoming a greater leader from before.
References:
Krakauer, J. (1997). Into thin air: A personal account of the Mount Everest disaster. New York: Villard.
Northouse, P. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, Calif.: Sage.
- Traits Approach
- Skills Approach and
- Behavioral Approach. (Northouse, 2016)
According to the Traits and Skills approach both Hall and Fischer would have scored relatively high in all areas accept aspects related to emotional intelligence. According to the Traits Approach, both leaders lacked conscientious and dependability. (Northouse, 2016) They lacked conscientiousness because they failed to follow their own plan on the agreed time to return back to camp, which could have been avoided with clearer communication and reassurance in the team’s ability. As a result, the ability to be dependable was reduced.
In the Skills Approach, both Hall and Fischer would score high in technical and conceptual skills. (Katze, 1955) Similarly they would score high in the human skills as they had the ability to work with people. However, did they know the perspectives of others in relation to their own? Being adaptive of ideas with others is what creates trust. (Northouse, 45) However, as Krakauer stated, ‘trust in one’s partners is a luxury denied those who sign on as clients on a guided ascent; one must put one’s faith in the guide instead…I suspected that each of my teammates hoped fervently as I that Hall had been careful to weed out clients of dubious ability, and would have the means to protect each of us from one another’s shortcomings.’ (Krakauer, 1997)
Ang Dorje Sherpa also demonstrated great cultural-specific leadership skills, which set him apart from both Scott and Fischer. A deeply religious individual, he also was high in skill and traits of what constitutes a leader. However, what really set him apart was his ability to provide structure and nurture those around him, which are aspects of the behavioral approach to leadership. (Northouse, 2016, 72) This was a result of his understanding of not only those who were foreign to the land and the expedition, but he was able to bring understanding to the other Sherpa’s.
In the ending of the tragic story of climbing Everest, many lives were lost. However both Hall and Fischer perished on the mountain. Some could argue that the lives that were lost were due to environmental influences, which were beyond both leaders ability. (Northouse, 2016, 55) Despite the ‘shortcomings’ (Krakauer, 1997) of each member on the team, both Hall and Fischer sacrificed themselves for the survival of others on the expedition. However even after such experiences, a leader needs to have the ability to turn around and be reflexive by questioning what they know and what could have been changed. Mistakes happen but it’s being aware of those mistakes is what brings growth and change in a leader’s vision forward in becoming a greater leader from before.
References:
Krakauer, J. (1997). Into thin air: A personal account of the Mount Everest disaster. New York: Villard.
Northouse, P. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, Calif.: Sage.