A511.5.3.RB.Module 5 - Mid-Term Reflection

Talgam’s interpretation of the different styles conducting an orchestra is very similar to describing leadership styles in the workplace.  Talgam considers himself as Leonard Bernstein’s protégé, connected different performing styles of conductors to organizational leadership such as autocratic, transactional, transformational, participative and laissez-faire.  Talgam compared his experience as an orchestra conductor to a leader in the workplace where in the midst of conflicts or chaos in the workplace, a simple act of listening or showing empathy to its workgroup, chaos, conflict or a noise becomes music to everyone. 

Interpreting the first video presented, the Vienna Philharmonic Orchestra were performing harmoniously without glancing at the conductor.  Audience or observers were free to participate by clapping their hands which were very unusual for a Viennese public.  The orchestra conductor was contented and jubilant with the orchestra’s performance.  Just like in the workplace, when a leader empowers the followers to be jubilant and work together in harmony, higher productivity prevails.  When an organization enables the employees to be innovative and be heard only results to workplace success and balance.

Analyzing Ricardo Muti and Richard Strauss’ conducting style, both were overpowering, controlling and commanding.  When asked why Muti was leading in such a style, Muti’s response was that he felt he has the responsibility to tell the story of the music as Mozart did.  In short, it is Moti’s way of playing or interpreting music or members of the orchestra can take a “hike”.  Just like Muti, Strauss made it sure that the musicians did not negate how he wrote the music.  The same as an autocratic leader, who does not allow followers to challenge their decisions openly.  One common similarity between Muti, Strauss, and an authoritarian is that they discourage creativity or innovation.  They expect their employees or musicians to follow procedures or processes by the book, and they are mainly subordinates or instruments and not partners.  Although this type of leadership can be instrumental to a group that warrants very tight oversight to gain productivity or success.

The most intriguing conductor for me was Herbert von Karajan.  His style of conducting the Berlin Philharmonic Orchestra was by closing his eyes and letting the orchestra as a whole interpret how to perform his music.  He expected his players to know what he wanted and how he wanted his music to be played based on his hand gesture.  This type of leading was very opposite with Muti’s style.  To put it in leadership style Muti was autocratic while Karajan practices Laissez-faire.  In the workplace, some leaders or managers expect their workforce to perform their work without explicit or clear guidance.   This type of leadership may work with high performers but may not be as effective with low performers who are in need of supervision and may hinder workplace productivity.

My two favorite styles of conducting an orchestra are Carlos Kleiber and Leonard Bernstein.  Kleiber and Bernstein practice transformational style and participative style.  As a transformational leader, Kleiber was able to identify errors of one the players without interrupting the harmony of the music and catching the audience’s attention.  The behavior was evident when Kleiber managed discreetly to make contact with his trumpet player communicating that he was aware of the mistake.  Bernstein on the other hand ultimately gave his players full autonomy to play the music and tell the story as how the team perceived it.  Bernstein’s participative style empowered the whole orchestra to play the music without Bernstein guiding them how to play and be in harmony.  Kleiber and Bernstein believed in the knowledge, skills, and capabilities of their players.  They developed trust and respect for each other, and the players, as trusted partners were empowered to play their instruments in harmony with other players.

In my fifth week of this course, I maintain my stand of viewing leadership as a specialized or shared influence process as a direct or indirect leader.  Just like the orchestra conductors described by Talgam, I perceived a leader as one who has the innate power to motivate an individual or a group of people with an intended result for the benefits of one collective group.  Although there can be a legitimate concern how a leader or a person may use its power to motivate in an ethical purpose.

References:

Talgam, Itay (2009). Lead like the Great Conductors. Ted Talks.  Retrieved from: https://www.ted.com/talks/itay_talgam_lead_like_the_great_conductors?language=en