Qualities of Leadership-Jung Chang
Since her book, Wild Swans, is autobiographical I was able to gain insight into what I perceive her qualities of leadership were. I use this past tense because I believe her qualities of leadership today are different from her past. I would qualify her past primary behavior as “controller”; she had to endure unbelievable circumstances in order to survive: strong-willed, quickly responds, competitive, and performs to capacity. As a writer today, as a quiet voice for change, I perceive her primary quality as “promoter”: warm and friendly, imaginative and creative, persuasive, communicates well.
I would perceive her past secondary quality as “promoter” because of the out front, forceful personality that was required in order for her to survive. I would perceive her present secondary quality as “analyzer” because of her quiet, non-threatening approach to leadership. Other definitions that also put her into this category include serious, persistent, and goal oriented (slowly and carefully: recall, it took her ten years to write this book!).
I write about her qualities in past and present tense because of how personal failures-one setback after another as she and her family endured life under communist rule: betrayal, starvation, banishment, to name a few-ultimately led to a turning point in her life. Not unlike many WWII heroes who choose to live quietly, she also chose such a life at first when she was permitted to pursue an education in England. However, she finally let go of all her bitterness and faced the horrors she endured-as well as some she perpetrated as a young Red Guard in Mao’s Cultural Revolution-in order to tell her story. I believe she learned from these failures and used this turning point in her life-i.e., the opportunity to leave China-to become the quiet leader for change through her book. As a “promoter/analyzer” today she is able to be a voice for change through her stories.
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Without having read Wild Swans, and looking at your leader from an outsider’s perspective, I would have identified Jung Chang as an “analyzer” first and “promoter” second. She did use a non-threatening approach to tell her story. She was very persistent on finishing the book, even though you mentioned that it took ten years to complete. She was goal-oriented, but slowly and carefully. It obviously was not acceptable for her to tell her story since the sale of the book in China is still banned. She must have considered that when writing the book.
ReplyDeleteAs a “promoter”, Jung Chang communicated her story well. She put her story out there for others to read even though specific areas of the world would not agree. She was able to share some insight into a world others may not be familiar with. This also connects with her leadership capacity to knowledge build and share.
Jenny,
ReplyDeleteIt is very interesting how Jung Chang’s primary qualities changed from controller to promoter. We must be very adaptable to the times and our needs, and this was definitely her strength. In these quieter, reflective times, analyzer – reflecting on the events of the past and putting them to use for a better future, tempers her promoter image. What an effective way to use her leadership qualities. She bravely confronted the horrors of her past and was able to move on.
Now her self-reflection has led her to a new level, a quietly effective agent of change. So many can learn from her experiences, and follow her wisdom as a guide and a motivator to become agents of change themselves.
Definitely a persistent, goal-oriented woman who thoughtfully grew immensely from her past experiences. Fortunately, she came out much better on the other side of horror - much better for others as well.
Hi Jenny
ReplyDeleteYour leader, Jung Chang, would have had to use the leadership behavior of controller in her early life to overcome some of the hardships which you described. In being a controller she was strong-willed, able to perform to capacity, and quick to respond.
Randy Pausch did not have the early life obstacles that Jung had. I felt the leadership behavior which best described him was promoter with the secondary behavior of supporter. You noted your leader moved to the leadership behavior of promoter. I would say this is because of their both being educators.