Three Leaders: Marian Wright Edelman, Senator Paul Wellstone, and Sir Ernest Shackleton

Among the many leadership traits shared by Marian Wright Edelman, Senator Paul Wellstone, and Sir Ernest Shackleton, perhaps the most significant one is will - an utter determination to muscle through their leadership challenges, whatever the odds. Shackleton improbably, nearly impossibly, managed to save his entire crew after they became stranded in the middle of Antarctica's Weddell Sea; Wellstone, a Carleton College professor, improbably defeated a popular incumbent Senator, despite being "outspent by a margin of seven to one;" and, Marian Wright Edelman continues to lead the highly influential Children's Defense Fund (CDF) she founded nearly thirty-five years ago (Alexander, 2000; Wellstone, 2001, p. xi; Goodman, 1999). Bennis and Goldsmith (2003) could be describing each of these three leaders when they observe, "leaders who transcend their circumstances do not accept the world as it is; rather, they work to transform it" (p. 161).

Marian Wright Edelman

After initially studying Russian literature in preparation for a career in the Foreign Service, Marian Wright Edelman became involved in the Civil Rights movement and her path was forever changed (Goodman, 1999, p. 14). In an interview with Goodman (1999), Edelman describes this transformation: "I just got so mad one day (after working at an NAACP voter-registration drive in Mississippi) and decided this was what I needed to do. I had no intrinsic interest in law, but I knew it was a resource that was needed. White lawyers back then were not taking the cases of black people" (p. 14). Atkins (1992) recounts "she set up shop for the NAACP Legal Defense and Educational Fund in Jackson to tackle civil-rights cases and became the first black woman admitted to the Mississippi bar" (p. 126). Atkins (1992) characterizes Edelman's work as "one of the heroic, Sisyphean struggles of our time, patiently inching her rock up the mountain of poverty and showing others that it isn't absurd to be spiritually optimistic" (p. 127).

Edelman has her share of critics, but even they cannot deny the CDF's profound influence, as is evidenced by Kaus (1993) writing in New Republic:

The Children's Defense Fund is by now one of the capital's best-known, best-connected lobbies. Large corporations (Chrysler, Coca-Cola, Morgan Guaranty Trust) proudly help finance its $9 million, 120-employee budget. Bloomingdale's puts CDF's 1-800 number on its shopping bags at Christmas; Ben & Jerry's publicizes the Fund on its popsicles. News organizations eagerly disseminate the seemingly safe, authoritative data that are CDF's stock in trade. "The Children's Defense Fund, which is widely recognized for keeping accurate statistics on children, reports that every thirty-five seconds an American child is born into poverty," was how Peter Jennings opened the evening news one night in 1991. (p. 21)

A sidebar appearing with a Psychology Today (1993) interview of Edelman contains the following excerpt from her book, The Measure of Our Success: A Letter to My Children and Yours:

A lot of people think they have to be big dogs to make a difference. That's not true. You just need to be a flea for justice bent on building a more decent home life, neighborhood, work place, and America. Enough committed fleas biting strategically can make even the biggest dog uncomfortable and transform even the biggest nation. (p. 28)

Her image of strategically biting fleas, inspired by a story she relates about her role model, Sojourner Truth, vividly illustrates the type of perseverance and stick-to-it-ness that is a hallmark of her leadership style (Psychology Today, 1993, p. 28). In considering this tenacious woman's remarkable impact on the world, I am reminded of two passages I read this Spring. Bolman and Deal (2001) suggest, "follow the highway and you'll probably arrive at a destination; follow you heart and you may leave a trail" (p. 11). And, they recall Gandhi's advice that "we must become the change we want to see in the world" (p. 64). Edelman seems to be guided by both of these assertions.

Bennis and Goldsmith (2003) observe, "authentic leaders know what they want, why they want it, and how to communicate what they want to others to gain their cooperation and support for achieving their goals" (p. 25). Edelman's influence, staying power, and indefatigable spirit seem indicative of this sort of authenticity. And authenticity is a trait shared by my other two subjects, Senator Paul Wellstone and Sir Ernest Shackelton.

Senator Paul Wellstone

I was living in Minneapolis, Minnesota in 1990 when a little known Carleton College political science professor, Paul Wellstone, mounted a quixotic campaign to defeat incumbent Rudy Boschwitz for a seat in the United States Senate. His campaign seemed unlike any other I'd ever witnessed and his directness, openness, and honesty was so refreshing and engaging that I volunteered to work for his election. I saw Wellstone give his stump speech on several occasions and recall a passage that he quotes in his book, The Conscience of a Liberal:

The communist Soviet Union is changing, the Berlin Wall has come toppling down, Vaclav Havel, the imprisoned playwright, is now the president of Czechoslovakia. If all that can happen, then surely we can beat Rudy Boschwitz and win the U.S. Senate race in Minnesota! (Wellstone, 2001, p. 12)

Miller (2002) makes the following observations about Wellstone's 1990 campaign:

At first, Wellstone seemed a sacrificial lamb, but he ran a scrappy and clever campaign, touring the state on a bus and spending his meager funds well. He won by a whisker in what must be considered one of the great Senate-election upsets of the last quarter century. (p. 23)

In addition to Wellstone's refreshing directness and his sense of authenticity, he inspired people with his empathy, enthusiasm, and vision. Bennis and Goldsmith (2003) assert a "leader loves what he does and loves doing it" (p. 121). Wellstone always appeared to love what he was doing, even when he was railing against his opponents in the well of the U.S. Senate urging them to consider the impact of their actions or, as was far too frequently the case, their inaction. Wellstone was a dreamer, something he addresses directly in his 2001 book:

Sometimes, the only realists are the dreamers. Robert Kennedy once said, "The future will not belong to those who are content with the present." I think the future also will not belong to those who are cynical or those who stand on the sidelines. The future will belong to those who have passion and are willing to work hard to make our country better. The future will belong to those, in Eleanor Roosevelt's words, "who believe in the beauty of their dreams." (p. xi)

While embracing the mantle of "dreamer," he was also a pragmatist, writing, "those who eschew electoral politics marginalize themselves" (Wellstone, 2001, p. 8).

Wellstone was also courageous, unafraid of being the lone dissenter in a 99-1 vote on the floor of the Senate. (Miller, 2002, p. 23/24) Hamburger and Black (1996) explore Wellstone's courage, writing:

"He is a profile in courage," said Robert Greenstein of the Center for Budget and Policy Priorities, after Wellstone led the charge against the welfare bill and became the only senator up for re-election to vote no when it finally passed. Senator Paul Simon called reporters to tell them of his admiration for "Wellstone's exemplary courage." "He stood by himself, almost the sole advocate for this unpopular cause," said Ann McBride, president of Common Cause, about Wellstone's support for a ban on congressional gifts from lobbyists. "He is persistent, politically courageous to the end, without giving up after a debate or two." (p. 14)

Courage, in addition to will and authenticity is yet another leadership trait shared by Edelman, Wellstone, and Sir Ernest Shackleton.

Sir Ernest Shackleton

Shackleton was the leader of the 1914 Imperial Trans-Antarctic Expedition, which sought to cross the Antarctic Continent on foot - a journey that had never before been attempted. (Lansing, 1999) Shackleton's ship, The Endurance, became trapped in the ice of the Weddell Sea, and eventually he and the 27 other men with him were forced to abandon their ship with only three small lifeboats and take to the ice, where they would live for the next nine months. (Huntford, 1998) The incredible tale of how Shackleton and his men survived this Antarctic ordeal is the subject of numerous books, and clearly beyond the scope of this paper. What I will focus upon, therefore, are specific aspects of Shackleton's leadership and how they contributed to his realizing the new goal he adopted once they lost their ship: namely, to get every man home alive. (Shackleton, 1999)

Immediately upon being forced to abandon their ship, Shackleton ordered the men to set up camp and once this was complete, he recalls in his 1919 book, South, "I thanked the men for the steadiness they had shown under trying circumstances, and told them I did not doubt that we should all eventually reach safety provided they continued to work their utmost and to trust me" (p. 69). Huntford (1998) records this moment by relating a journal entry of The Endurance's doctor, Alexander Macklin:

It must have been a moment of bitter disappointment to Shackleton; he [had] lost his ship, and with it any chance of crossing the Antarctic Continent, but he shewed (sic) it neither in word or manner. As always with him what had happened had happened: it was in the past and he looked to the future... without emotion, melodrama or excitement [he] said "ship and stores have gone - so now we'll go home. (p. 445)

Shackleton exhibited extraordinary emotional intelligence, a term with which he would undoubtedly be completely unfamiliar, given the time period during which he lived. But, familiar with the term or not, he exuded it. Frank Worsley (1999), the Captain of The Endurance, illuminates Shackleton's emotional intelligence with this passage:

Shackleton had a wonderful and rare understanding of the men's attitude towards one another and towards the expedition as a whole. He appreciated how deeply one man, or small group of men, could affect the psychology of the others. Therefore he almost insisted upon cheeriness and optimism; in fact his attitude was, "You've damn well got to be optimistic." (p. 53)

In writing about Shackleton's leadership during the extraordinarily difficult sixteen-day sea journey from Elephant Island to South Georgia Island, Worsley (1999) wrote:

It was due solely to Shackleton's care of the men in preparing these hot meals and drinks every four hours day and night, and his general watchfulness in everything concerning the men's comfort, that no one died during the journey... it might be said that he kept a finger on each man's pulse. Whenever he noticed that a man seemed extra cold and shivered, he would immediately order another hot drink of milk to be prepared and served to all. He never let the man know that it was on his account, lest he become nervous about himself, and while we all participated, it was the coldest, naturally, who got the greatest advantage. (p. 106)

Shackleton's wisdom in recognizing that upon losing his ship his mission had changed from one of crossing the Antarctic Continent to getting all of his men home safely and his utter tenacity and good will in achieving this new goal are what led Sir Edmund Hillary - the man credited with being the first to reach the peak of Mount Everest - to write, "For scientific discovery give me Scott; for speed and efficiency of travel give me Amundsen; but when disaster strikes and all hope is gone, get down on your knees and pray for Shackleton" (qtd. in Shackleton, 1999, p. 3). Bolman and Deal (2001) observe, "Tragedy enters every life. Spirit springs from what you make of it" (p. 59). Spirit, I would suggest, is another leadership trait shared by Shackleton, Edelman, and, Wellstone.

Shared Leadership Traits

Will, transcendence, passion, commitment, perseverance, authenticity, courage, emotional intelligence, optimism, and, spirit. Each of these three leaders demonstrates these leadership qualities time and again. Each felt a calling to their mission and worked tirelessly to overcome the many obstacles they faced.

Prahalad (1999) observes, "A sense of 'selflessness' is critical to leadership. Leaders are imbued with a mission bigger than themselves, bigger than any one individual. They are out to change the status quo" (emphasis in original, p. 34). Each of these three leaders demonstrate this idea of 'selflessness.' From Wellstone's beginnings as a professor and community organizer who remained focused on grass-roots issues while serving in the greatest deliberative body in the world - as some call the U.S. Senate - to his tragic death in an airplane crash while campaigning for a third term, his tireless efforts on behalf of the voiceless embodied 'selflessness.' Likewise, Edelman's consistent and constant focus upon children - CDF's motto is "Leave No Child Behind" - demonstrates 'selflessness' (CDF, 2007). And, Shackleton's constant attention to the well being of his men and quick shift of mission from exploration to getting all of his men home safely are both indications of 'selflessness' (Alexander, 2000). Each of these three leaders demonstrate what Pralahad (1999) calls for when he suggests, "... all leaders will need to exhibit a sense of humility in success and courage in failure" (Emphasis in original, p. 34).

I would argue that both Paul Wellstone and Marian Wright Edelman demonstrate a deep commitment to social justice and equality. Goodman (1999) writes, "Edelman has devoted her life to the simple advice of her late father: 'If you see a need, try to respond' (p. 14). And, Edelman herself says:

It's so hard for this country to do what's right for children. I get tired every day. But you have to get up and keep working. We do make progress, though. It's been hard all these years to get children to the top of the agenda, but today I can say that's where they are: at the top of the agenda. (Goodman, 1999, p. 15)

Wellstone's entire political career revolved around issues of social justice. Sponsoring legislation to provide parity for mental health coverage, fighting for mine workers' rights, working for universal health care, fighting against unfair high-stakes standardized tests, voting against the USA Patriot Act and both Iraq wars, and pushing for meaningful campaign finance and electoral reform are all examples of Wellstone's commitment to social justice. (Conason, 2003; Hightower, 2003; Miller, 2002; Rothschild, 2002; Wellstone, 2001)

Sir Ernest Shackleton would likely not have been familiar with the term "social justice" as we think about it today, but certainly he demonstrated a great appreciation of the contribution that each man could make to his expedition. He carefully tended to their needs and concerns, while wisely and shrewdly allocating resources to ensure that they would all get home alive. (Alexander, 2000; Huntford, 1998; Worsley, 1931)

In these three leaders - an Anglo-Irish Brit born in late in the 19th Century; an African-American daughter of a Baptist minister who grew up to marry a Jewish White man and break color and gender barriers and enter the corridors of power; and, a short, stocky, former wrestler turned professor who improbably became a United States Senator - we see a common thread of commitment, passion, and, perseverance that is inspiring and offers hope for the future. Their examples serve as testament to the indomitable nature of the human spirit, and studying their paths and how they managed to overcome nearly insurmountable odds to achieve their noble goals can serve as a beacon for the leaders of the future who are bound to face their own sets of seemingly insurmountable obstacles and challenges.

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