THE FUTURE OF LEADERSHIP - REFRAMING THE UNKNOWN

Accepting the arguments of Donald Michael's article, this essay focuse s on the need to understand patterns of denial and affirmation as they affect efforts at consensus formation. Leadership is presented as an interface role, orchestrating the exposure to light and shadow, betwee n that which can be communicated (to followers) and that which cannot. The challenge for leadership is portrayed as one of navigating throug h shifting patterns of affirmation and denial. This challenge is repre sented in terms of four zones ranging from simple consensus, through s ituations undermined by unwritten rules, to a zone in which neither as sertion nor denial is relevant. The latter is seen as more typical of Eastern approaches to governance. It is argued that complementary patt erns of affirmation and denial are essential to the processes of susta inable communities.