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Second Generation Leadership has its locus of control in a combination of the red zone and blue zone. It is dominated by the red zone but accesses and needs the blue zone in order to be effective. By the 1970s Second Generation Leadership was alive and thriving. In this world the leader emphasised the importance of responsibility and experience and sought to obtain and retain people who wanted to perform. Respect was expected by the leader and the leader reciprocated by demonstrating respect to those who conformed to the requisite standards. Second Generation Leadership instinctively recognised that it was in danger and to take the new higher learning coming from the neocortical areas of the brain and subordinate them to a red zone hierarchy of power and authority. Such reversion to command and control was consistently when leaders or organisations come under extreme pressure. Where Second Generation Leadership is ethnocentric what we should do is what is good for people.