Martin Luther King’s Leadership: A Millennial Prototype
Originally published January 17, 2015 on LinkedIn.com
The film Selma depicts an authentic portrayal of Dr. Martin Luther King, Jr. and key episodes in the struggle for voting rights and equal citizenship for African-Americans in 1965. The movie — and this year’s MLK holiday — is especially relevant given the issues of race and inequity surrounding recent high-profile events in 2014. In spite of lingering social challenges, Americans have a collective opportunity to celebrate how one man helped America progress towards its promise as a land of freedom for all. It is also an occasion to think about the timeless importance of leadership to both social movements and organizations.
At the age of 26, King was selected by local ministers to serve as the leader of the Montgomery Improvement Association (the organizing body of the Montgomery Bus Boycott), because of his eloquence, calm demeanor and the anonymity he held as a newcomer in the community. To put the significance of King’s age in a contemporary context, consider that members of the Millennial generation are currently between the late teen years and early-thirties. For further perspective, you are invited to engage in one of the two subsequent mental exercises:
a) If you are a Millennial, imagine what it would be like to lead one of the most significant social justice campaigns in American and world history.
b) If you are a Gen Xer or a Baby Boomer, imagine one of your 20-something, Millennial direct-reports or colleagues leading your entire company or one of your organization’s most profitable lines of business.
For Millennials who are involved in their community, there’s a good chance they would welcome the opportunity to take the helm of a historic boycott, because it’s an opportunity to make a positive impact and further develop their leadership abilities. Within a sample of 7,800 Millennials from across the globe, more than one in four are ‘asking for a chance’ to show their leadership skills in their companies, according to Deloitte’s third annual Millennial Survey (2014).
Generation X and baby boomers may be reticent to give such an important leadership opportunity to their Generation Y associates based on a lack of experience and/or a belief that they have not yet “paid their dues.” These perceptions may be accurate, but given that 75 percent of Millennials surveyed by Deloitte believe their organizations could do more to develop future leaders. Organizations that do not provide meaningful leadership development opportunities for their young talent will struggle to attract, engage and retain them. Gen Yers are eager to learn and prove their value, but they are not interested in the arbitrary standard of paying dues. Approximately 50 percent of Millennials are already in leadership positions and more than 40 percent have four or more direct reports, but often they have not received adequate training and development to ensure their effectiveness.
Here’s another mental exercise: Imagine that the ministers in Montgomery had decided that King was indeed too young to lead. What if they had decided that he did not know enough about motivating and managing people? How long would King’s career as a civil rights leader and humanitarian been delayed had it not been launched in Montgomery? It is possible that he may have simply been a very gifted preacher who supported equality from the pulpit, but never the preeminent leader and spokesperson of the movement.
Here are some of King’s leadership qualities that may be found among emerging millennial leaders:
Collaborative: Although King represents a time when authoritarian leadershipwas the norm, he developed a leadership style that was very participatory and democratic, much like the society he envisioned. Many Millennials prefer to collaborate in project teams that allow all parties to have a voice and contribute based on their particular strengths and interests.
Inclusive: King was fully committed to the vision of a nation where men and women, regardless of color or creed, would have the opportunity to realize the “American Dream.” Millennials are the most diverse generation in history and demonstrate higher levels of acceptance towards individuals from different backgrounds. They also tend to have a more fluid concept of identity that can be described as intersectional or multidimensional. Most expect their companies to foster cultures that are inclusive of the external (that which may be observed) and the internal (that which cannot be observed) diversity of individuals.
Cause-Driven: The dream of a country and world where all people are treated with equal dignity and respect was King’s driving mission. In Deloitte’s recently published fourth annual Millennial Survey (2015), 75 percent of respondents believe that businesses are more focused on their own agendas than helping to improve society. 77 percent of those who are avid social media users said part of the reason they chose their employer was because of the company’s purpose. The 2014 study reported that a large segment of Millennials think businesses can do much more to address social challenges, such as resource scarcity and income inequality — a cause King championed.
Innovative: King is known for his extraordinary oratory skills, but he was also very creative in communicating his message across the mediums of print, radio and television. Generation Y was raised in a world of social media, smart phones and ubiquitous information. While media sophistication was a rare characteristic in King’s day, digital media savvy and technology proficiency are rather normative among Millennials. Additionally, King’s integrated application of his faith and Mahatma Gandhi’s model of nonviolent resistance to the Civil Rights Movement was an example of social innovation at its best. The majority of Millennials want to work for — or start — innovative organizations that allow them to express their creativity and make an impact.
Conclusion
Generation Y has often received criticism associated with impatience, lack of focus and self-entitlement to instant riches and fame. Popular culture aside, Millennials want what most of us want — a career and life that is meaningful and fulfilling. King said, “Not everybody can be famous but everybody can be great, because greatness is determined by service.” There’s a moment inSelma that captures an exchange between King and Student Nonviolent Coordinating Committee leaders, John Lewis and James Forman, who had already been organizing before King and his team arrived on the scene. Instead of ignoring the work of his younger peers, King sought their input and support before proceeding with the Selma to Montgomery march. He recognized that the student leaders had the same desire to create change that he did at their age.
Many of today’s emerging young leaders will not be fulfilled by only serving the bottom line. They want to help save the world. Why not give them the encouragement and flexibility to do just that, and reap the reward of more engaged and loyal talent who will energize our economy and transform our society?
