April_1966 — Page 66

The man who constantly imposes his will, who requires everything to "his way" destroys initiative,

be keeness and interest of others, to his own personal loss. The response he produces is: "Oh let him get on with it."

A further problem of leadership in the architectural profession, is the need to adopt the difficult task of leading from behind. The architect- leader is becoming more and more chair-borne rather than drawing- board-borne. Administration and management, and the contribution made, occurs out of sight and oc- cupies much of his time. He is thus denied the impressive, spectacular op- portunities for leadership.

This problem is most marked in official architectural organizations. where initiative and development ap- pear to occur in the work of the lower echelons and the upper eche- lons appear to be service agencies for them. This is not true of course, but effective leadership is still very diffi- cult.

A clear and firm policy, good and quick decision-making and efficient administrative procedures can gener- ate the sense of leadership, even if it has to be remote. The change lies in those architects in the higher eche- lons, with a high proportion of ad- ministrative duties, forgetting that they are still looked upon for leader- ship.

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The architect, when acting as leader, produces the climate and con- ditions in which the total endeavour will attain the optimum result. He does this by exercising his own in- herent qualities of leadership, when he possesses them, or the acquired techniques of leadership when he does not. In either circumstance he must be basically equipped with a comprehensive knowledge of his own profession. a working knowledge of the professions of those associated with him in the building field, and a knowledge of the philosophy and the techniques of management.

Concept of Command

Many young architects (and some old) confuse directing with leading. The architect responsible for a pro- ject has the power to direct and in certain areas of activity direction has to be exercised, but when it is, greater success is achieved when he directs without appearing to do so. Those inadequately equipped to deal with a situation tend to cover up by adopting the attitude I am the boss, do as I say.

The concept of command, which is associated with leadership. is not synonymous with direction. Com- mand suggests control of a situation, and an ability to deploy the resources necessary for doing so. It also em- braces the ability to make decisions and all that this implies (too vast a subject to be discussed here) and to use wisely the authority and the powers vested in his position.

Much of this is a matter of tech-

nique and of personal training, ac- quired after formal education, which, though seeking to develop the idea by precept and example, does not give the opportunity for practice.

An understanding of and a com- passion for humanity is a sound basis for leadership. which history strange- ly shows was not present in all leaders. Did Napoleon or even Chur- chill have it? History should not be a deterrent, since in such cases other characteristics of leadership, such as the ability to instill an absolute belief in a cause, transcended all else.

For those who do not have these natural abilities, aspiration of the cause of humanity is a technique that can be cultivated.

Interest in Humanity

An interest in humanity, within the terms of a professional practice or a business organization, and a principal (or leader) to a subordinate, starts with having an interest in him as an individual, subject to the cares, wor- ries, problems and joys as little or as much as anyone else.

Many principals think of employees as machines rather than people; a draughtsman for example is a ma- chine for producing so many square feet of drawing per week, consuming in the process a certain number of pencils. and requiring a certain amount of coinage inserted in the slot to keep him going.

The interest in humanity continues with recognizing man's aspirations and ambitions and providing the opportunity for their fulfilment.

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While in certain cases man is pre- pared to sit at the feet of the master, just for the value and merit of being there, (there are still one от two architects in the world who staff their practices without having to pay penny in salary), basic human needs are economic security, prospects of advancement and opportunities for self-expression. The ill-paid and the dissatisfied are to say the least diffi- cult to lead, despite again historic examples to the contrary.

Besides this

man expects to be respected, often described as “treated like a human being". He must be made to feel needed and to feel that he is expected to make a con- tribution. He expects credit when credit is due. In the latter respect, the architectural profession is in ad- vance of all others, though in Hong Kong this practice is not as wide- spread as it should be.

The principal of an architectural firm who only allows his own name to appear on drawings, illustrations, building sites and note paper does not fool anyone; it stands to reason that his staff makes a considerable contri- bution to his work, and he does him- self harm rather than good in not acknowledging their part in the enter- prise.

On the subject of human relations. it should be understood that there are some who resent intrusion into their private spiritual and material

worlds; these traits must also be re- cognized and respected and just as much good can be done to his ego (and such people do often have a great deal) by not intruding as by personally associating oneself with the lives of those who are responsive to it.

The individuality of the architect has been mentioned, This desirable characteristic imposes other problems for the leader of a group. Each mem- ber will have his own philosophy, de- sign approach and brand of taste, which may be in conflict with the accepted policy.

The resolution lies in acknowledg- ing and respecting opposing views and. by a process of logic, winning accep- tance of policy. There are some who will not be led under any circumstance and whose conscience will not let them conform in any way, and there are those who through perversity are always in opposition. The leader then for the greatest good may have to be ruthless.

Strength of character, and the conviction that what is being done is right are attributes which when used at the appropriate time will cause others to follow. A leader must realize that weakness will loosen his authority, that there are winds to which he must not bend, and that there are times when he must stand alone and weather the disapprobation of others.

Lonely Position

The large number of cliches that automatically find their way into writing on this subject, emphasise the human quality of leadership. Ex- pressions like "let him get on with it", or "I'm as good as he is" are cries de coeur from one frustrated from a want of leadership. Leader- ship is not the prerogative of the man at the top. (In any case can it be said that there is anyone really at the top?), but must occur at every strata of a society or an organiza- tion.

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Leadership, except for a minority with a special flair, tends to be a lonely position. The exercising of fairness will hurt some. The leader cannot show favouritism, even those who support him over those who do not: his source of counsel is mostly from above, and often there is none. This does not mean that he has to stand aloof, but it does that his human relationships must be uncompromising.

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However, despite its difficulties, leadership has its rewards. There is the sense of achievement in having co-ordinated the operation and de- veloped to the maximum the poten- tial of the human resources employ- ed. There is the sense of purpose in having given oneself to the project for its successful completion. And, without being sentimental, for the team or group which one has been leading, there is the sense of pride, even of love. Leaders too are hu-

man.

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Far East Architect & Builder April, 1966