The leadership of pragmatism: Reconsidering Franklin in the age of charisma |
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| Institution: | 1. Department of Sociology, University of Pennsylvania, 3718 Locust Walk, Suite 113, Philadelphia, PA 19104, USA;2. RWJF Scholar in Health Policy Research, Harvard University, 1730 Cambridge Street, CGIS South, Office 410, Cambridge, MA 02138, USA;3. Division of Research and Optimal Patient Care, American College of Surgeons, 633 North Saint Clair Street, Floor 22NE, Chicago, IL 60611, USA;4. Surgical Outcomes and Quality Improvement Center, Department of Surgery, Feinberg School of Medicine, Northwestern University, Arkes Family Pavilion Suite 650, 676 N. Saint Clair, Chicago, IL 60611, USA;5. Johns Hopkins Hospital, Department of Surgery, The Johns Hopkins University, 600 N. Wolfe Street, Blalock 658, Baltimore, MD 21287, USA;6. Armstrong Institute for Patient Safety and Quality, John Hopkins Medicine, 750 E. Pratt Street, 15th Floor, Baltimore, MD 21202, USA;7. Johns Hopkins University, Department of Anesthesia and Critical Care Medicine, 600 N. Wolfe Street, Baltimore, MD 21287, USA;8. Department of Surgery, David Geffen School of Medicine, University of California, Veterans Affairs Greater Los Angeles Healthcare System, 11301 Wilshire Boulevard, Los Angeles, CA 90073, USA;9. Leonard Davis Institute of Health Economics, University of Pennsylvania, 3641 Locust Walk #210, Philadelphia, PA 19104, USA;10. Department of Anesthesia and Critical Care, University of Pennsylvania Medical Center, 3400 Spruce Street, Philadelphia, PA 19104, USA;1. Department of Pharmacology and Toxicology, Virginia Commonwealth University, 1217 E. Marshall Street, Richmond, VA, 23298-0613, United States;2. Institute for Drug and Alcohol Studies and Center for Biomarker Research and Personalized Medicine, Virginia Commonwealth University, 410 N. 12th Street, PO Box 980613, Richmond, VA, 23298-0613, United States |
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| Abstract: | In recent years, our quest to understand outstanding leadership has focused on the characteristics of charismatic or transformational leaders. In this article, however, we will argue that outstanding leadership need not always involve charisma but may instead be based on a functional, problem-centered approach we refer to as a pragmatic leadership strategy. Initially, certain key propositions pertaining to the nature of pragmatic leadership are described. Subsequently, these propositions are evaluated with respect to 10 cases of noteworthy leadership evidenced by Benjamin Franklin. It is argued that pragmatic leaders, such as Franklin, exercise influence by identifying and communicating solutions to significant social problems, working through elites in solution generation, creating structures to support solution implementation, and demonstrating the feasibility of these solutions. The conditions under which this pragmatic approach can effectively be applied are discussed and contrasted with current views of the conditions calling for charismatic, transformational, and transactional leadership. |
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