箃he antithesis of traditional views of right and wrong that are grounded in religious or philosophical truth.
Given the postmodernist ideas that affect today脝s leaders, a postmodern leader can be characterized as one whose idea of accountability is completely personal. In other words, whatever he personally views as accountability is acceptable. If a leader does not feel it is his job to be accountable for the productivity of his people, his personal reality is not built on that accountability. Likewise, causality is self-defined also. The leader providing no direction for his people will likely have an unproductive work force, but he may not view the lack of direction as the cause of the lack of productivity. He sees causality as undefined, indirect, and 么fuzzy枚 rather than direct and linear.
The contrasting models of modern and postmodern leadership result in very different types of leaders. The modern leadership model is characterized by definite job functions that go with a job title, an orderly rules-structured paradigm, and the view of people as assets that can be graded in terms of their ability to be 么a good asset枚 (O脝Keefe, 1). The postmodern leaderhip model, on the other hand, eschews rigid rules and classifications of jobs and people, departing from the orderly conception of leadership to embrace a chaotic, fluid one:
Postmodern people are not looking for a CEO, CFO, COO CIO, or any other 3-letter combinations you can think of that starting with the big 么C.枚 Today, we are looking for the poet, the prophet, and the storyteller 没 the narrator. We don脝t 么lead枚 people as much as they listen to the needs of people and guide them along the path of faith. (O脝Ke
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