in the Jesuit Tradition - Rockhurst University

Stories of his charisma, his ability to sayand do the right thing, are legendary.There’s the time he went to a prospectivedonor’s home to ask for a gift to Rockhurst,ended up at the wrong house, yet left with acheck anyway. The fact that the Universityflourished, rather than foundered, as he oversawits transition to a coeducational institution isitself a testament to his leadershipability. His initiative in takingthe Rockhurst mission beyondthe campus borders earned himthe Mr. Kansas City award fromthe Chamber of Commerce.Many Rockhurst alumni,respected business leaders andadmirable Jesuit priests come tomind when I think about a rolemodel of Jesuit leadership. Butone goes to the top of my list —the Rev. Maurice Van Ackeren,S.J., past president and chancellorof Rockhurst. I was fortunate tohave had the benefit of Fr. Van’sdirection and counsel when I wasa student at Rockhurst, as analumnus, and later as a facultymember and administrator. Fr. Vanwas the epitome of leadership forothers. In my opinion, and thatof many alumni and civic leaders,he was the prime example of anIgnatian leader.Fr. Van could interact wellwith anyone. He was always inattendance at memorial servicesfor the important and the importantin his estimation,which included everyonehe ever met. He wasactive in civic groups.He was visible. He wasavailable to business people. The startup of theExecutive Fellows MBA was easy due to hisinfluence in the community. He had the rightvalues. He was open to all. He was a humbleleader who hobnobbed with important decisionmakersin the city, but he would also spend timewith those in great spiritual, emotional andHeardfrequentlyaroundRockhurst,it’s partof theshorthandwe use todescribe theuniversitymission.But what,exactly, is“Leadershipin the JesuitTradition?”By Thomas Lyon, Ph.D.Professor of Financephysical need. He did what he did for others —not for himself. He was always involved inleadership activities. He knew how to coalescepeople around important issues and he wasasked to play that role many times in KansasCity. He knew how to bring people together.He did things for the right reasons — becausethey were the right things to do. His valueswere always right. He was easyto admire.In the 16th century, Ignatiusof Loyola had a clear missionfor the schools he and hisdisciples would found: To formleaders who would carry forthinto their personal and professionallives a mission of serviceto others. Ignatius wrote to anassociate: “The Society hopesby means of its ministry ofeducation to pour into thesocial order capable leaders innumbers large enough to leavenit effectively for good.”Leadership DefinedLeadership has manydefinitions. But, recurring themesemerge. John Gardner, a notedleadership author, states thatgoal setting and motivating arethe two key tasks at the heart ofleadership. Maximilien FrancoisRobespierre credits leaders withtwo important characteristics.First, leaders are goingsomewhere; second, they areable to persuade otherpeople to go with them.According to OrwayTead, leadership is theactivity of influencingpeople to cooperate toward some goal they cometo find desirable and that motivates them overthe long haul.Gardner identifies important tasks of leadership:envisioning goals, affirming and regeneratingvalues, motivating, achieving workable unity,building trust, explaining, serving as a symbol,13 FALL 2001