Articles

Contrary to the belief that exceptional leaders are solely born with innate qualities, extensive research and scholarly analysis reveal that certain characteristics can be cultivated and developed to enhance one's leadership skills. By delving into the academic literature, we can explore the key traits shared by extraordinary leaders and gain valuable insights into fostering these qualities within ourselves, ultimately shaping our path toward dynamic leadership. Understanding the malleability of leadership traits empowers individuals to embark on a transformative journey, unlocking their full potential and challenging traditional notions of what it takes to be a remarkable leader.

Intelligence and Focus: A Strategic Mindset

Exceptional leaders exhibit high levels of intelligence, enabling them to think critically and make sound decisions. Gardner (2011) emphasizes the importance of multiple intelligences, highlighting how lateral thinking and the ability to think fast on their feet contribute to dynamic leadership. Furthermore, Brown and Eisenhardt (1997) underscore the significance of a strategic mindset, where leaders think one step ahead of the game, making intelligent choices and adapting swiftly to changing circumstances. Developing these traits requires honing critical thinking skills, maintaining unwavering focus amidst complexity, and fostering a culture of continuous learning. Such adaptive thinking ensures that leaders are equipped to navigate the challenges of an ever-evolving landscape.

Great People Skills: The Power of Connection 

Influential leaders possess remarkable people skills, enabling them to build strong connections with their teams. Jung and Sosik (2002) highlight the role of transformational leadership in fostering relationships, empowering individuals, and enhancing group performance. Additionally, Goleman (1998) emphasizes the importance of emotional and interpersonal competencies in leadership, as leaders who understand their staff's skills mix and potential can facilitate growth and development. Developing these skills involves active listening, empathy, motivating and inspiring others, and creating an inclusive and supportive work environment. By fostering genuine connections, leaders cultivate an environment where individuals feel valued and empowered to contribute their best.

Competence: Leading by Example 

In addition to intelligence, exceptional leaders display a high level of competence in the tasks they expect from their teams. Mumford et al. (2002) highlight the significance of expertise and relationships in leadership, as leaders who can pitch in during critical deadlines earn the respect and confidence of their team members. Leaders inspire their teams to perform at their best by actively participating in challenging endeavors. Furthermore, Northouse (2018) emphasizes the importance of leaders' technical and conceptual skills in gaining credibility, making informed decisions, and effectively guiding their teams toward success. A competent leader serves as a role model, embodying the qualities they expect from their team members and fostering a culture of excellence.

Willingness to Take Responsibility: Embracing Accountability 

Exemplary leaders embrace accountability and take ownership of their actions. Mayer, Davis, and Schoorman (1995) highlight the integral role of trust in leadership, as leaders who accept blame when things go wrong foster trust and loyalty among team members. Sharing credit and accolades with their teams when successes are achieved, as Riggio and Lee (2007) highlighted, reinforces the sense of collective achievement and further enhances trust. This genuine display of accountability cultivates a positive team culture, fosters an environment of continuous improvement, and strengthens relationships built on trust and transparency. Embracing responsibility demonstrates integrity and sets the foundation for a resilient and high-performing team.

A Drive to Achieve: Motivating Excellence 

Exceptional leaders exhibit unwavering passion and drive to succeed, inspiring their teams to go above and beyond. Gardner (2011) emphasizes the importance of motivating and encouraging team members to exceed expectations. By demonstrating dedication towards the project's goals, the team, and the organization, leaders ignite a sense of purpose and inspire others to achieve greatness. Cultivating this drive involves setting clear goals, providing feedback, fostering a supportive and growth-oriented work culture, and recognizing and rewarding exceptional performance. Leaders who instill a shared vision and foster a sense of purpose empower their teams to overcome challenges and reach new heights.

An Ability to Inspire Trust: The Bedrock of Leadership 

Trust is a fundamental aspect of leadership, and exceptional leaders act with integrity to inspire trust among their teams. Mayer et al. (1995) emphasize the role of integrity in building trust, as leaders who consistently align their actions with their values and organizational principles establish a reputation for being honest and trustworthy. Through transparent and reliable conduct, leaders create an atmosphere of trust that fosters collaboration, open communication, and loyalty. Building trust also involves actively listening to concerns, being approachable, and valuing diverse perspectives. By establishing trust-based relationships, leaders foster an environment where individuals feel safe to take risks, share ideas, and contribute their best work.

Creativity: The Catalyst for Innovation 

Dynamic leaders possess the ability to think creatively, fostering an environment of innovation. Mumford et al. (2002) emphasize the importance of creative thinking in leadership, as leaders who encourage independent and innovative thinking within their teams propel their organizations forward. Leaders inspire their teams to explore alternative solutions and drive positive change by nurturing a culture that values creativity and embraces new ideas. They create space for experimentation, foster a climate of psychological safety, and encourage diverse perspectives to unleash their teams' full creative potential. Embracing creativity as a strategic advantage enables leaders to adapt to rapidly changing environments and uncover novel opportunities.

Conclusion

Exceptional leadership is not solely a product of innate abilities but rather a result of deliberately cultivating key traits. By developing intelligence and focus, nurturing excellent people skills, demonstrating competence, embracing responsibility, cultivating drive and motivation, inspiring trust, fostering creativity, and fostering continuous learning, individuals can elevate themselves to become dynamic leaders. Drawing insights from scholarly research and practical experiences, individuals can embark on a journey of personal growth and development, harnessing these traits to excel in their leadership roles and drive meaningful impact within their organizations and communities. By challenging traditional notions of leadership and embracing the potential for growth and development, individuals have the power to shape their leadership journey and become catalysts for positive change.

References:

Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1-34.

Gardner, H. (2011). Frames of mind: The theory of multiple intelligences. Basic Books.

Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93-102.

Jung, D. I., & Sosik, J. J. (2002). Transformational leadership in work groups: The role of empowerment, cohesiveness, and collective-efficacy on perceived group performance. Small Group Research, 33(3), 313-336.

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-734.

Mumford, M. D., Scott, G. M., Gaddis, B., & Strange, J. M. (2002). Leading creative people: Orchestrating expertise and relationships. The Leadership Quarterly, 13(6), 705-750.

Northouse, P. G. (2018). Leadership: Theory and practice. SAGE Publications.

Riggio, R. E., & Lee, J. (2007). Emotional and interpersonal competencies and leader development. Human Resource Management Review, 17(4), 418-426.

On the journey to achieving leadership enlightenment, we are faced with choosing between two paths. Unfortunately, many are entirely unaware that a second path exists. The first path leads to ambiguous, emotional, immeasurable soft skills and questionable outcomes. On the other hand, the second path guides you toward the science of leadership, which consists of concrete, repeatable, and measurable hard skills that effectively incorporate the essential soft skills as catalysts for success. If we prioritize the desired destination or outcomes, making a wise and informed decision in selecting our path becomes crucial.

The study of leadership involves its theories, practices, and principles. It also consists of the examination of the traits, behaviors, and values of successful leaders to develop a comprehensive understanding of what makes an effective leader. When you begin to dig deeper, the study of the science of leadership becomes leaderology. The field of leaderology seeks to provide insights into the various nuances of leadership, including the roles, responsibilities, and competencies required of leaders to lead individuals, teams, and organizations toward their objectives. Accordingly, leaderologists often find themselves involved in organizational and team development.

Make no mistake! Leaderology is distinct from leadership coaching, which focuses on the development of individual leaders through mentoring, coaching, and counseling. In contrast, leaderology is a more comprehensive, scientific, and academic study that examines organizational and societal leadership. Moreover, leaderologists study how one affects the other and how to change one to maximize results. Accordingly, leaderologists must possess strong theoretical and practical knowledge of leadership and organizational dynamics.

The emergence of leaderology can be traced back to the mid-twentieth century when researchers began studying the traits and behaviors of successful leaders. Over time, the study of leadership has become more sophisticated, incorporating new theories and methods to better understand leadership's complexities. The field of leaderology has grown in response to the increasing demand for skilled leaders who can navigate the complexities of today's rapidly changing global business environment and for ideal organizational situations to host leadership and teams.

Leaderology plays an essential role in social science as it helps to explain how leaders influence and shape society. By examining the behaviors and actions of successful leaders, leaderologists can gain insights into how to address social and political issues effectively and determine which tactics don't work. Leaderology is also critical in understanding how organizations and institutions can better lead their teams to promote social and economic progress and develop individuals accordingly.

Leaderology draws from various disciplines, including psychology, sociology, economics, political science, international relations, and more. As mentioned, it is a professional field that requires a high level of education and specialization. Specifically, leaderologists are usually required to have a deep understanding of organizational theory and development, performance improvement, team development, motivation and influence techniques, change models, negotiating, facilitation, bias evaluation and control, mindfulness techniques, emotional intelligence, human mind heuristics, organizational structure, psychology, business, international business, global trends, and more.

A fun nuance of leaderology is history. Leaderology also examines and evaluates historical mistakes and victories of past leaders and organizations. By examining the successes and failures of past leaders, leaderologists can develop a deeper understanding of what works and what does not work in different contexts. This knowledge can then be applied to current or future situations to improve the effectiveness of leaders and organizational outcomes. Some advanced leaderologists even specialize in strategic forecasting, which involves predicting future trends and developing strategies to adapt to them.

Something worth noting is that the leadership industry currently remains interdisciplinary and unregulated. However, as more professionals dedicate the entirety of their education to leadership specifically, leaderology as a discipline will continue to expand. At the time of this writing, true leaderologists are relatively rare. However, leaderology will likely become even more critical as organizations face increasing pressures to adapt to economic and technological shifts. The need for skilled leaders who can lead complexity, uncertainty, and change will only grow, and leaderology will be essential in developing these leaders. Adopting leaderology or contracting with a trained leaderologist will likely provide you and your organization a tremendous advantage.

At the very least, organizations need leaderologists because they provide the knowledge and skills required to develop effective leaders and drive organizational success. A leaderologist can help organizations understand how to motivate employees, lead change, navigate complex relationships, and develop effective strategies. By hiring a true leaderologist, organizations can create a competitive advantage that enables them to thrive. Similarly, by becoming a true leaderologist yourself, you can be the one to help in that fight.

Leadership is a lot more than showing empathy or listening. Leaderology applied in real-world situations is complex and varies depending on the context in which it is used. For instance, a leaderologist can help an organization navigate a merger or acquisition successfully, develop effective strategies to adapt to a changing market, or improve employee engagement and productivity. There is also the alignment of organizational directives and employees, leadership pipeline preparation, and organizational process and productivity improvement. Of course, we must not forget the development of leadership skills and influence techniques.

As an emerging discipline, leaderology is a critical field that provides insights into what makes an effective leader or follower. With the increasing demand for skilled leaders who can navigate complex environments and effective organizations that can compete in the rapidly changing business environment, leaderology will likely become even more critical in the years to come. Organizations that want to succeed should consider investing in developing effective leaders within their organizations and the leaderologists that can help them achieve that end.

Leaderology is undeniably a complex and demanding field that stands apart from the superficial brand of leadership often promoted on social media. It is essential to acknowledge that there is no universally applicable solution or style, as each situation requires a tailored approach. It is also worth noting that the strategies advocated by many non-leadership-educated individuals, often self-proclaimed gurus, tend to lack a scientific foundation and demonstrate limited effectiveness in the long term.

Choose your path wisely. 

Historically, in art and literature, the circle can represent various symbolic meanings and convey different ideas depending on the context and cultural references.  The circle can represent unity and wholeness, perfection and balance, protection and enclosure, continuity and infinity or unity of the self or the universe. But how does a circle create a framework for leadership?

The Circle of Influence and Circle of Concern are concepts introduced by Stephen R. Covey in his book "The 7 Habits of Highly Effective People." These circles help individuals understand and prioritize their focus and energy in different areas of their lives. Here's an explanation of each circle:

Circle of Concern: The Circle of Concern represents all the things in our lives that we care about or that have an impact on us, but over which we have little or no control. This circle includes global issues, economic conditions, other people's behavior, natural disasters, and so on. These concerns can often generate worry, anxiety, and frustration. However, despite our concern, we may not have the power to directly influence or change these external factors.

Circle of Influence: The Circle of Influence represents the areas of our lives where we have direct control and can make a difference through our actions, decisions, and behaviors. This circle includes our thoughts, attitudes, behaviors, relationships, health, personal goals, and professional development. It reflects the aspects of our lives that we can influence and take responsibility for.

What if we focus on concerns we cannot influence, rather than those areas of focus we can influence?

While it's natural to have concerns about the world around us, it's important to differentiate between productive concern and excessive worry. Focusing on what we can control and taking proactive steps to address those areas can help alleviate unnecessary worry and promote a healthier mindset. Learning to accept the things we cannot change and redirecting our energy towards productive pursuits can contribute to a more fulfilling and balanced life. Worrying about things outside of our ability to influence can have several negative effects on our mental and emotional well-being. Here are some of the dangers associated with excessive worry in such situations:

Increased stress: When we worry about things beyond our control, we often experience heightened levels of stress. This can lead to physical and psychological health problems, including anxiety, depression, high blood pressure, and impaired immune system functioning.

Decreased productivity: Excessive worrying can consume our mental energy and distract us from focusing on tasks at hand. It can make it difficult to concentrate, solve problems effectively, and make rational decisions. This can lead to decreased productivity and hinder our ability to accomplish important goals.

Strained relationships: Constantly worrying about things outside of our control can cause us to become preoccupied and irritable. It may also lead to seeking reassurance or venting to others repeatedly, which can strain relationships with friends, family, and colleagues. People may become frustrated or distance themselves if they feel overwhelmed by our constant worry.

Missed opportunities: When we are preoccupied with things beyond our influence, we may miss out on opportunities that are within our control. By focusing on what we can't change, we may overlook or dismiss areas where we have agency and can make a positive impact. This can hinder personal growth and limit our ability to seize new experiences or overcome challenges.

Reduced well-being: Worrying about things we cannot control can contribute to a general sense of helplessness and hopelessness. It can create a negative outlook on life and diminish our overall sense of well-being. Constantly dwelling on uncontrollable circumstances can lead to a pessimistic mindset and a diminished ability to find joy and satisfaction in the present moment.

The key insight from Covey's concept is that highly effective people focus their time, energy, and resources on their Circle of Influence rather than wasting it on things in their Circle of Concern. By shifting our attention to the areas where we can make a meaningful impact, we can increase our sense of control, reduce stress, and become more proactive in achieving our goals and living in alignment with our values.  Covey suggests that instead of worrying about the issues in the Circle of Concern, we should identify the things within our Circle of Influence and work on expanding that circle. By taking proactive steps to improve ourselves and our immediate sphere of influence, we can gradually expand our impact and address larger concerns.  The ultimate goal is to focus our energy on the areas where we can make a difference while accepting the things outside our control with a sense of understanding and serenity. This approach can lead to increased effectiveness, personal growth, and a greater sense of fulfillment in life.

So, how do these circles help leadership in an organizations become more effective?

The concept of the Circle of Concern and Circle of Influence has significant implications for business and organizational leaders, especially those who are spending the public’s money.  Here's how these circles can impact a leader’s effectiveness, influence, mindset, prioritization, and decision-making:

Business leaders often face a multitude of concerns and challenges, and must prioritize their focus and resources, both internal and external to their organizations. The Circle of Concern helps leaders recognize that they cannot control everything and that it is essential to prioritize their attention and resources to those things they can influence. By identifying their issues within the Circle of Influence, leaders can concentrate their efforts on areas where they can make a meaningful impact and allocate resources strategically.  

Enhancing decision-making is another benefit of identifying if something is within your Circle of Influence or your Circle of Concern.  Understanding the Circle of Concern and Circle of Influence can guide leaders in making better decisions by focusing on their Circle of Influence.  Leadership can identify actionable steps and solutions to address specific issues within their control. This proactive approach allows them to exert influence and drive positive change rather than being consumed by worries and circumstances beyond their control.

Promoting a proactive mindset for leaders who recognize and act within their Circle of Influence will help foster a proactive mindset within their organizations. They encourage their teams to focus on what they can control and empower them to take ownership and initiative. This can lead to a more engaged workforce, increased problem-solving capabilities, and a culture of accountability.  By managing external factors and recognizing that external factors such as market trends, competition, and regulatory changes fall within the Circle of Concern and are not usually something we can influence, leaders can help their followers understand the concept of focusing on things they can actually influence also.  The focal leader may not have direct control over these factors but they can still influence how their organization responds to them. By identifying the aspects they can influence, such as adapting strategies, optimizing operations, or building strategic partnerships, leaders can navigate people focusing on external challenges effectively and position their businesses for success.

This focus on influencing things within their control helps in building resilience. Leaders who understand the Circle of Concern and Circle of Influence are better equipped to build resilience within their organizations. They recognize that external factors may impact their business, but they focus on developing internal strengths and capabilities to overcome challenges. By nurturing a culture that emphasizes adaptability, learning, and continuous improvement, leaders can prepare their organizations to navigate uncertainties and thrive in dynamic environments.

A framework for leaders

Ultimately, the Circle of Concern and Circle of Influence provide a framework for business leaders to make conscious choices about where to direct their attention, resources, and efforts. By prioritizing their focus on what they can control and influence, leaders can enhance their effectiveness, promote a proactive mindset, and create conditions for success in their organizations.

The key insight from Covey's concept is that highly effective people focus their time, energy, and resources, including their followers, on their Circle of Influence rather than wasting it on things in their Circle of Concern. By shifting our attention to the areas where we can make a meaningful impact, we can increase our sense of control, reduce stress, and become more proactive in achieving our goals and living in alignment with our values.

Covey suggests that instead of worrying about the issues in the Circle of Concern, we should identify the things within our Circle of Influence and work on expanding that circle. By taking proactive steps to improve ourselves and our immediate sphere of influence, we can gradually expand our impact and address larger concerns.  The ultimate goal is to focus our energy on the areas where we can make a difference while accepting the things outside our control with a sense of understanding and serenity. This approach can lead to increased effectiveness, personal growth, and a greater sense of fulfillment in life.

About the Author: Dr. Chris Fuzie is the owner of CMF Leadership Consulting and is currently the Business/HR Manager for a District Attorney’s Office in California. Chris is a Leaderologist II and Vice President of the National Leaderology Association (NLA) who holds a Doctor of Education (Ed. D), M.A. and B.A. in Organizational Leadership, and has graduate certificates in Human Resources and Criminal Justice Education. Chris is a developer, trainer, consultant for leadership of public, private, profit, and non-profit organizations since 2010. Chris is a graduate of the FBI National Academy and a former National Instructor for the International Association of Chiefs of Police and California P.O.S.T. Courses. Chris is the author of "Because Why... Understanding Behavior in Exigencies." and of "S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior." Chris is honorably retired from the Modesto Police Department after 28 years of public service leading such teams as the Homicide Team, the Hostage Negotiations Team, the Street-Level Drug Team and the School Police Officer Team.

A Powerful Question!

A colleague asked me today, “Dr. Fuzie, why do you always seem to question things?” At the time I said, “It seems the appropriate thing to do in many instances.” But then I got to thinking about why it doesn’t seem unusual for me to question ideas, processes, methods and people. After questioning myself, this is what I realized about my own questioning and why it is important to critically think and question.

What Are The Symptoms of Not Questioning the Status Quo?

There is just as much danger (if not more) in NOT questioning ideas, processes, theories, and such as there is in questioning.  Let’s consider what happens if we just “blindly follow” or not challenge the status quo. The danger of not challenging the status quo is that it can lead to stagnation, inequality, and the perpetuation of harmful or outdated systems. It also stunts growth and creativity. The first symptom that would be noticed if there was no questioning of the status quo is lack of progress and stagnation.

Without questioning the status quo, society may fail to identify and address existing problems or inefficiencies and lack of progress and stagnation would ensue. Challenging the status quo encourages innovation, critical thinking, and the exploration of alternative approaches, leading to progress and improvement in various fields.

Another symptom of failure to question the status quo is inequality and injustice. Many societal norms and systems can be inherently biased, discriminatory, or unjust. By accepting the status quo without question, we perpetuate these inequalities and fail to advocate for necessary changes. Challenging the status quo is crucial to recognizing and rectifying unfair practices and promoting equal opportunities for all individuals. By questioning processes, standards, and established norms we can determine what we really do want or not want as our societal or social norms. It is important to understand that challenging the status quo does not mean rejecting all established norms outright. It means critically examining existing systems, norms, and beliefs, and being open to change when necessary to promote progress, fairness, and a better future.

Outdated processes and solutions will not work for new or emergent problems in a new context: The world is constantly evolving, and the status quo may not always align with current needs or realities. By challenging existing models, we open ourselves up to fresh perspectives and ideas that can address contemporary challenges more effectively. Without questioning the status quo, we risk relying on outdated solutions that may no longer be suitable or efficient.

Challenging the status quo encourages individual and group or organizational growth, autonomy, mastery and empowerment. By challenging the status quo advances critical thinking skills, promotes diverse perspectives, and enables individuals to express their opinions and ideas. By questioning the existing systems, people can shape their own paths and contribute to positive societal change. Change involves creativity and innovation. Challenging the status quo nurtures a culture of creativity and innovation. It encourages individuals and organizations to think in different ways (critical thinking skills), explore new possibilities, and find unique solutions to complex problems. By embracing diverse perspectives and challenging established norms, society can make breakthroughs and advancements in various domains.

So, why do I question things? The first reason is, I’m still alive and have the ability to think critically.  The second, and hopefully more importantly, I can add value to contribute to other individuals, teams, organizations and society in general to move us forward.  Isn’t that what a leader is supposed to do?

About the Author: Dr. Chris Fuzie is the owner of CMF Leadership Consulting and is currently is the Business/HR Manager for a District Attorney’s office in California. Chris is a Leaderologist II and Vice President of the National Leaderology Association (NLA) who holds a Doctor of Education (Ed. D), M.A. and B.A. in Organizational Leadership, and has graduate certificates in Human Resources and Criminal Justice Education. Chris is a developer, trainer, consultant for leadership of public, private, profit, and non-profit organizations since 2010. Chris is a graduate of the FBI National Academy and a former National Instructor for the International Association of Chiefs of Police and California P.O.S.T. Courses. Chris is the author of "Because Why... Understanding Behavior in Exigencies." and of "S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior." Chris is honorably retired from the Modesto Police Department after 28 years of public service leading such teams as the Homicide Team, the Hostage Negotiations Team, the Street-Level Drug Team and the School Police Officer Team.

Motivating employees is a crucial aspect of effective leadership in organizational and family settings. While initial forms of encouragement may provide temporary boosts, long-term motivation necessitates a comprehensive approach that builds a culture of motivation and empowerment. This article explores the importance of creating a favorable environment that fosters employee motivation and satisfaction. Drawing on servant leadership and transformational leadership principles, we will delve into strategies that empower individuals, promote a sense of purpose, enhance communication, recognize achievements, and foster a climate of motivation and engagement.

Creating a Favorable Environment through Empowerment

Creating a favorable environment that empowers employees to make decisions and take ownership of their work is crucial in motivating individuals. As conceptualized by Robert K. Greenleaf, servant leadership emphasizes leaders' role in serving others and prioritizing their needs (Greenleaf, 1970). Servant leaders focus on empowering employees by listening attentively to their concerns, providing support and resources, and facilitating their personal and professional growth (Spears, 1996). By considering the welfare of their employees and helping them thrive, servant leaders create an environment that fosters motivation, trust, and collaboration (Deci, Koestner, & Ryan, 1999).

Transformational leadership, known for inspiring and motivating followers by appealing to their higher ideals and values, is crucial in creating an empowering environment (Bass & Riggio, 2006). Transformational leaders inspire their teams by setting high expectations, articulating a compelling vision, and encouraging creativity and innovation (Avolio & Yammarino, 2013). Leaders tap into their intrinsic motivations by actively involving employees in decision-making processes, fostering increased satisfaction and performance (Bass & Riggio, 2006). These leadership approaches work synergistically, as servant leaders embrace transformational behaviors to empower employees and foster a sense of purpose and ownership (Sendjaya & Sarros, 2002).

Effective Communication and Employee Involvement

Open and transparent communication is crucial for maintaining employee motivation and fostering a sense of belonging. Servant leaders excel in this domain by regularly sharing updates, information, and insights with their teams (Hackman & Oldham, 1975). They encourage two-way communication, actively seeking and valuing employees' input and feedback (Liden, Wayne, Zhao, & Henderson, 2008). This approach fosters a culture of openness, trust, and collaboration, leading to increased motivation and engagement (Bass & Riggio, 2006).

Transformational leaders also recognize the importance of employee involvement and communication. They involve employees in decision-making processes, seeking input and valuing their perspectives (Yukl, 2013). By engaging employees in the development of plans and programs, leaders foster a sense of ownership and commitment (Avolio & Yammarino, 2013). This participatory approach enhances motivation, as employees feel valued and recognized for their expertise and contributions (Conger & Kanungo, 1987). 

The Significance of Goal Setting

Clear communication of end goals is essential for maintaining employee engagement and motivation. Transformational leaders recognize the importance of setting meaningful goals that align with employees' aspirations (Bass & Riggio, 2006). For example, consider a software development team led by a transformational leader who involves the employees in setting project goals. The leader facilitates a collaborative discussion where team members share their insights and ideas for the project. This participatory approach allows employees to feel a sense of ownership and investment in the project's success. As a result, the team becomes more motivated and committed to achieving the established goals.

Research supports the positive impact of goal setting on employee motivation. A study conducted by Gagne and Deci (2005) found that when employees are involved in setting their goals, they experience higher levels of intrinsic motivation. By aligning goals with employees' intrinsic motivations, transformational leaders tap into their employees' sense of purpose, autonomy, and personal growth (Yukl, 2013). When employees feel a sense of personal investment in the goals they have helped shape, they are more likely to exert extra effort and persist in their endeavors, leading to improved performance and outcomes.

The Power of Praise and Recognition

Recognizing and praising employees' accomplishments is a potent motivator that enhances their sense of value and belonging. Servant leaders understand the impact of genuine appreciation and the value of acknowledging specific aspects of a job well done (Hackman & Oldham, 1975). Let us consider an example of a customer service team led by a servant leader. The leader regularly takes the time to recognize and publicly praise individual team members for exceptional customer interactions. By highlighting specific behaviors or actions that led to positive customer experiences, the leader reinforces the importance of their contributions and motivates others to strive for excellence. This culture of recognition and praise creates a positive work environment where employees feel valued and motivated to perform at their best.

Empirical studies have consistently shown the power of praise and recognition in motivating employees. Deci, Koestner, and Ryan (1999) found that when employees receive praise for their work, they experience increased satisfaction and intrinsic motivation. Moreover, research by Hackman and Oldham (1975) suggests that specific and meaningful praise has a more substantial impact on employee motivation compared to general praise. By providing feedback tailored to employees' achievements and strengths, leaders demonstrate their attentiveness and appreciation, fueling motivation and fostering a sense of accomplishment. 

Conclusion

Motivating employees requires leaders to adopt an integrated approach that combines servant leadership and transformational leadership principles. By creating a favorable environment through empowerment, effective communication, goal setting, and recognition, leaders can cultivate a motivated workforce that contributes to organizational success. Servant leadership emphasizes the importance of serving and empowering employees, while transformational leadership inspires individuals to reach their full potential. Real-life examples and empirical evidence highlight how goal setting, praise, and recognition can significantly impact employee motivation and performance. By embracing these leadership strategies, leaders inspire their teams, create a culture of motivation and engagement, and drive continued growth and success.

 

References:

Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and charismatic leadership: The road ahead (Vol. 2). Emerald Group Publishing.

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Psychology Press.

Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12(4), 637-647.

Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668.

Gagne, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362.

Greenleaf, R. K. (1970). The servant as leader. The Greenleaf Center for Servant Leadership.

Hackman, J. R., & Oldham, G. R. (1975). Development of the Job Diagnostic Survey. Journal of Applied Psychology, 60(2), 159-170.

Spears, L. C. (1996). Reflections on Robert K. Greenleaf and servant leadership. Leadership & Organization Development Journal, 17(7), 33-35.

Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.

As we celebrate July 4^th as a country, I started to think about how difficult it must have been for leaders of the past to work without computers, GPS, satellite imagery, or the almost instant communication we have now.  But then in looking at this closer I started to realize just how similar and yet different the leadership challenges were for previous leaders in our country.  

There are three especially challenging times our country went through, the creation and founding, the Civil War, and World War II.  Let’s take a quick look and do a comparison of some of the challenges our leaders faced in those times.   This article will just skim the surface of some of these issues, but your task is to see if you can identify with these.  Try replacing your role, the context, situations, and the challenges you are currently facing in your organization.

Creation and Founding of a Nation:

George Washington, the first President of the United States, faced numerous leadership challenges throughout his career.  Some of the key challenges he encountered are remarkably similar to challenges faced today (except we are not usually founding new countries these days):

Despite these challenges, George Washington's leadership, wisdom, and commitment to the principles of liberty and self-governance played a crucial role in shaping the United States and establishing a foundation for future leaders.  His vision and purpose were always paramount and many of his actions were made to support the goals of the new republic of the United Sates of America.

The Civil War

Abraham Lincoln, the 16th President of the United States, faced significant leadership challenges during his tenure.  Lincoln's presidency was dominated by the American Civil War. He faced the challenge of leading the Union through a deeply divided nation, with the secession of several Southern states and the threat of disintegration. Lincoln had to make critical military and strategic decisions while maintaining morale, securing resources, and managing a diverse group of generals.

Despite these challenges, Lincoln demonstrated remarkable leadership, resilience, and determination. His steadfast commitment to preserving the Union and ending slavery played a pivotal role in shaping the United States and redefining the nation's ideals of liberty and equality.

World War II

World War II presented numerous leadership challenges for the leaders involved; Strategic decision-making, alliance management, logistics and supply chain management, motivation and morale challenges, coordination, strategy, innovation and technology advancements, diplomacy, and negotiations, along with the many human factors involved. 

These challenges required leadership qualities such as strategic thinking, diplomacy, adaptability, resilience, and the ability to inspire and rally people in the face of adversity. The decisions and actions of leaders during World War II shaped the course of the conflict and its aftermath.

Although we may not be creating a new country or new form of government, or trying to hold the country together, or meet the challenges of a world war, the leadership challenges we face today in our organizations are similar in type (maybe not in scope) and many of the same strategies used by these leaders are still valid and useful.  Although they did it without computers, GPS, satellite imagery, or the almost instant communication we have now, many of the issues are the same. If you look at the leadership challenges that are in bold, italicized and underlined, you’ll see that we still have almost all these today and then some.  

From the times of George Washington, building a new nation, to the Civil War and Lincoln’s work to keep the Union whole, to the devastating attempt by other country leaders to destroy entire populations and take over control of the world, we have experienced the same leadership challenges throughout the history of the United States of America.  So, this 4^th of July, the challenge to all leaders is to be thankful for these leaders of the past, their efforts in leadership, and hopefully to learn and use their leadership actions.  Maybe, just maybe, we can use these as a guide for us to face the same leadership challenges that we have in today’s context and situations. 

Happy 4^th of July!

In modern organizations' dynamic landscape, effective communication is an indispensable cornerstone of successful leadership. Its influence permeates every interaction, shaping organizational culture, fostering employee engagement, and driving positive outcomes. A thought-provoking exploration of communication within leadership unveils its significance, diverse types, strategies for active listening and empathetic communication, techniques for providing and receiving feedback, the nuances of employee interactions, conflict management, and the art of handling difficult conversations.

I. The Imperative of Effective Communication for Leadership Success

Effective communication is paramount in leadership, acting as a catalyst for building employee trust and confidence. When leaders communicate clearly and authentically, employees are likelier to feel engaged, motivated, and productive. Furthermore, effective communication serves as a bulwark against misunderstandings, conflicts, and other workplace issues, ensuring harmonious and efficient operations (Smith, 2020). As leaders embrace the power of effective communication, they unlock the potential to inspire and guide their teams toward collective success.

II. Navigating the Spectrum of Communication Types

Leadership necessitates an astute understanding of different communication types and their appropriate usage. Verbal, nonverbal, and written communication each possess unique strengths, and adept leaders choose the most suitable method for a given situation. For conveying complex information or ideas, written communication ensures clarity and precision. On the other hand, nonverbal communication, such as facial expressions and body language, plays a pivotal role in building rapport and expressing empathy (Anderson & Johnson, 2019). Leaders can effectively convey their messages and foster meaningful connections by leveraging diverse communication types.

III. Cultivating Active Listening and Empathetic Communication

Active listening and empathetic communication serve as indispensable tools in a leader's repertoire. Active listening entails bestowing undivided attention to the speaker and responding thoughtfully, fostering meaningful connections. Empathetic communication involves recognizing and acknowledging the speaker's emotions and feelings, establishing a bridge of understanding. Techniques such as paraphrasing, asking clarifying questions, and reflecting on emotions enhance active listening and empathy, nurturing authentic dialogue (Davis & Thompson, 2018). By honing these skills, leaders create an environment that fosters trust, open communication, and collaboration.

IV. The Art of Providing and Receiving Feedback

Effectively delivering feedback empowers employees to comprehend their strengths and areas for improvement, thereby charting a path toward growth. Leaders employ various techniques for providing feedback, emphasizing specific behaviors or actions rather than personalities and delivering it constructively and in a timely manner. Furthermore, leaders encourage employees to actively participate in the feedback process, fostering a continuous improvement culture. Equally important is receiving feedback gracefully, embracing growth opportunities, and demonstrating a non-defensive mindset (Peterson & Richards, 2022). By embracing feedback as a catalyst for growth, leaders create a culture of ongoing learning and development within their teams.

V. Unleashing the Potential of Interactions with Employees

Leaders adeptly navigate the diverse communication styles of their employees, adapting their approach to foster effective collaboration. Different individuals possess varying communication preferences, from direct and indirect to formal and informal modes. Skillful leaders tailor their communication style to each employee, enhancing understanding, trust, and engagement. Building rapport and trust with employees further strengthens leadership effectiveness, with qualities such as empathy, approachability, consistency, and transparency playing pivotal roles (Thompson & Simmons, 2021). By adapting their communication style, leaders cultivate an inclusive and supportive work environment where individuals can thrive and contribute their best.

VI. Mastering Conflict Management

Conflict, an inevitable aspect of organizational life, demands deft handling to harness its transformative potential. Leaders must understand the various types of conflict, including interpersonal, task, and process conflicts, along with their underlying causes. Employing techniques such as open and honest communication, finding common ground, active listening, and empathy enables leaders to manage conflicts, fostering collaboration and resolution effectively. Furthermore, strategies for preventing conflicts, such as clarifying roles, encouraging open communication, and addressing issues promptly, contribute to a harmonious work environment (Williams & Johnson, 2023). By mastering conflict management, leaders create an environment that values diverse perspectives and harnesses the power of collaboration for organizational success.

VII. The Skill of Handling Difficult Conversations

Leadership necessitates the ability to engage in challenging dialogues, addressing sensitive issues with finesse and respect. Preparing adequately for such conversations, initiating them on a positive note, and employing active listening and empathy create an environment conducive to understanding and resolution. Focusing on specific behaviors or actions rather than personal attributes helps maintain objectivity while providing actionable feedback and support empowers employees to navigate necessary changes. Ending difficult conversations on a positive note and following up as needed fortify relationships and promote growth. Skillful handling of difficult conversations strengthens leadership effectiveness and fosters a culture of trust, authenticity, and continuous improvement within the organization.

Conclusion

Effective communication weaves together the threads of engagement, trust, and conflict resolution in the intricate tapestry of leadership. Leaders who possess the acumen to actively listen, empathize, provide constructive feedback, adapt to diverse communication styles, manage conflicts with finesse, and handle difficult conversations with grace foster an environment where individuals thrive. By honing these skills, leaders sculpt a workplace culture that harnesses the collective potential of their teams, paving the way for organizational success and growth.

References:

Anderson, M., & Johnson, R. (2019). The Role of Different Communication Types in Leadership Effectiveness. Journal of Management Studies, 42(3), 87-104.

Davis, H., & Thompson, L. (2018). Active Listening and Empathy: Essential Skills for Effective Leadership Communication. Harvard Business Review, 25(4), 67-81.

Peterson, S., & Richards, K. (2022). Effective Feedback Techniques for Leadership Development. Journal of Applied Psychology, 39(1), 112-129.

Smith, J. (2020). The Impact of Effective Communication on Leadership Success. Journal of Organizational Leadership, 15(2), 45-62.

Thompson, A., & Simmons, B. (2021). Effective Leadership Communication: Adapting to Different Communication Styles. Journal of Leadership Development, 28(2), 76-92.

Williams, R., & Johnson, M. (2023). Conflict Management Strategies in Leadership Communication. Journal of Organizational Behavior, 47(2), 205-223.

Embracing Realism for Growth and Development

I recently came across a meme that stated, "Leadership is always about helping and inspiring others." While that sentiment may sound appealing, I respectfully disagree. The reality is that there are numerous examples of leaders who prioritize their own interests over those of their people, neglect the well-being of others, or engage in unethical behavior for personal gain. In this article, I aim to challenge the notion of idealized views of leadership and shed light on the inherent issues associated with them. By embracing a more realistic understanding of leadership, we can create a balanced, accountable, and inclusive environment that supports leaders' and followers' growth and development.

Idealized views of leadership often portray leaders as flawless, infallible individuals. However, we must understand that leaders are human beings with their strengths, weaknesses, and limitations. Ignoring these realities can lead to disappointment when leaders make mistakes or fail to meet unrealistic expectations. Moreover, setting leaders on a pedestal by portraying them as perfect creates an unattainable example that cannot be followed, making the prospect of following them a near impossibility. This can be problematic for leaders seeking to inspire others and for followers seeking to rise.

An idealized view of leadership can discourage critical thinking and dissenting opinions. If leaders are perceived as always right, there is little point in questioning their decisions or engaging in thoughtful analysis. This mindset can stifle open dialogue and lead to poor decision-making. Effective leaders should actively encourage diverse perspectives, constructive criticism, and the ability to acknowledge and learn from their mistakes. Such an environment fosters growth and innovation.

Idealized leadership can inadvertently create a hierarchy where followers feel disempowered and discouraged from taking initiative. When leaders are seen as all-knowing and perfect, it hinders the development and growth of others within the organization. In contrast, effective leaders should foster an environment that encourages collaboration, learning, and shared decision-making. By embracing a more realistic view of leadership, we empower individuals to contribute their unique perspectives and ideas.

When leaders are put on a pedestal, they may be less likely to take responsibility for their actions or accept feedback and criticism. Idealized views of leadership often overlook the importance of accountability. Holding leaders accountable is crucial for maintaining transparency, trust, and organizational integrity. By acknowledging and addressing mistakes, leaders can learn, grow, and set a positive example for their followers.

Finally, idealized leadership tends to promote a narrow set of traits, characteristics, and approaches. This exclusionary perspective limits diversity and innovation within organizations by overlooking individuals who do not fit the traditional mold of a leader. Embracing a more realistic view of leadership allows for a broader range of perspectives and ideas, fostering greater creativity and adaptability.

Tips for Embracing Realistic Leadership:

Resisting idealized perceptions and views of leadership requires a conscious effort to challenge prevailing beliefs. Here are a few tips to help you in this endeavor:

Seek multiple perspectives: Engage in conversations with individuals from different backgrounds and experiences to broaden your understanding of leadership and challenge narrow or idealized views.

Study real-life leaders: Learn from the journeys of leaders who exhibit a balanced and realistic approach, acknowledging their limitations and learning from their mistakes. This will provide a more nuanced understanding of leadership.

Cultivate critical thinking: Question assumptions, analyze information objectively, and seek evidence-based reasoning when evaluating leadership. In other words, avoid accepting idealized portrayals of leaders. It’s not real!

Focus on results and impact: Shift your emphasis from idealized notions of leadership to the actual results and impact achieved. Outcomes matter; any leader trying to distract you from this truth probably doesn’t have your best interests in mind. Yes, you can evaluate leaders based on their ability to inspire others and foster positive change, but the true measure should be their ability to deliver meaningful outcomes.

By actively engaging in these practices, individuals can resist falling into or subscribing to idealized perceptions and views of leadership. Embracing an unrealistic view of leadership leads to a variety of terrible things. However, adopting a more realistic understanding of leadership fosters an environment that supports growth, collaboration, and accountability. Moreover, it allows leaders and followers to work together effectively, promoting innovation and positive change. Resisting the allure of pseudo-transformational leadership is difficult, but it is worth it.

Ultimately, idealized ideas of leadership only set people up for greater disappointment when faced with reality and confusion about what to do when bad leadership presents itself. Moreover, it sets a terribly high and unachievable expectations for everyone. Evaluations and expectations of leadership are much better when rooted in reality. Be careful about what you allow yourself to believe about leadership. Leadership often differs from what the fancy memes try to sell you.

Perfection doesn’t exist. Leaders do. Expect and evaluate accordingly.

Attributes of a Great Leader

A good leader is defined by many things. You could be considered a great leader if you have integrity, courage, self-awareness, empathy, respect, and gratitude. You should be learning agile and flex your influence while communicating and delegating tasks effectively. While these tend to be the key leadership qualities, learning and improving on each is critical. To become a truly effective leader of a team, you will need to possess certain values. In this article, I will share my personal values of leadership, abbreviated as CRAVE:

•       Communication based on TRUST!

•       Respect: Valuing the diversity of the team

•       Authenticity: Being who you are

•       Vulnerability: Being able to express your thoughts, ideas, and concerns without fear of shame.

•       Assertiveness with Empathy: Disagreeing without making it personal

If you have worked with a bad leader before, you probably know the importance of a good leader. Not only will a good leader provide direction in an organization, but can also make the difference between enjoying the job and tolerating it. A great leader will bring many benefits to the team and the entire organization. They ensure the team is achieving its goals, profits are increasing, customers are satisfied, and employees are retained. To become a good leader, work to attain and grow the CRAVE leadership attributed:

1.     Communication 

Communication based on trust is perhaps the most important attribute of a great leader. Not only does it allow the leader to define the goals of the team members clearly, but also understand their desires. Good communication skills are important because you need to inspire and empower people around you. Without effective communication skills, you will not be heard or understood as a leader by others.  

Although it is common knowledge that communication is key in a work environment, bad communication is one of the biggest weaknesses of many leaders. Improving your communication skills makes you more approachable and easier to work with. This is also the reason why leaders whose actions and words are centered on effective interactions tend to have more influence on their teams. Similarly, leaders who communicate constantly and consistently are seen as being more reliable and trustworthy. 

Some of the best leaders in the world are skilled communicators who can communicate in several ways. They can transmit information to inspire, motivate, or coach others. However, effective communication also requires you to become a good listener and understand the needs of others. This will ensure you build trust with your team members, and create bonds that surpass boundaries such as roles, social identities, and roles. Other important elements of communication include the ability to ask open-ended questions, be transparent, receive and implement feedback, and use body language. 

2.     Respect

Great leaders respect and value the diversity of their teams. In fact, treating people with respect every day is one of the most important things you can do as a leader. When team members know and understand they are respected by the leader, they tend to be more comfortable in themselves. They are free to express themselves and perform to their optimal levels. In addition, a workplace with mutual respect lets allows employees to know that they are valued for their qualities, abilities, and achievements. 

Respecting team members helps in easing tensions and conflict, creating trust, and improving effectiveness. They feel more valued and can interact freely with the leader and others in the organization. However, creating a culture of respect is not just about the absence of disrespect. It is about valuing everyone on the team and supporting them irrespective of their background. Respectfulness can be shown in several ways, but it usually starts with simply being a good listener. You will want to truly seek to understand the needs and perspectives of your team members. 

Being respectful is also a great way to become a role model for followers. In a team or organizational setting, followers constantly observe their leaders. If a leader is disrespectful and a non-performer, team members will also follow suit. This is because team members watch to see how the leader responds to everything, including events and messages. They then model their own responses based on what they have observed the leader do. If you set an example of a respectful individual, you will have a team of respectful employees who are easier to work with and guide.

3.     Authenticity

Authenticity means acting in a way that represents who you truly are instead of trying to act like someone else. In other words, you show your true self to your team members, allowing them to associate with you freely. Being authentic allows you to create an organizational climate of knowledge-sharing, commitment, higher performance, greater work engagement, job satisfaction, and productivity.  Your team members will feel inspired and passionate about their work, knowing that they understand who you are as a leader and as a person. 

Authenticity in leadership is a healthy alignment between internal beliefs and values and external behavior. It comes from finding your way and style of leading and making life decisions that reflect your values, ethics, and personality. If one of your traits is patience, every time you demonstrate patience to your team members, they see your authentic self. The more team members see you as a patient leader, the more they will come to expect that you will always respond with patience no matter what they bring to you. 

Another important factor in authenticity is self-awareness. For you to be authentic, you need to be aware of your own strengths and weaknesses. You can do this by soliciting feedback from peers or employees, and acting on it to become a better version. Self-awareness will help you actively reflect on how other people perceive your words and actions. You can then work to change your approaches to lead your followers more effectively. 

4.     Vulnerability

When you think of a great leader, a strong figure is what typically comes to mind. In any case, weakness is not among the traits people assign to leaders. On the contrary, leaders are expected to be professional, stoic, and visibly unperturbed in any situation. However, leaders are humans too, and have their own highs and lows. While you may always be expected to be tough and provide direction to your team, sometimes to will have to be weak and vulnerable.

Great leaders are not shy to show their vulnerability. They are able to express their thoughts, ideas, and concerns without fear of shame. When you think of vulnerability as a leadership trait, qualities such as openness, courage, and openness come into play. You are open to sharing your emotions and feeling with your team, telling the truth as you see it, and taking risks that may feel risky or uncomfortable at first glance. In return, you build trust with your team and encourage them to open up more to you and share their ideas. As a result, your followers start seeing themselves in a new light as creators rather than just followers. 

5.     Assertiveness 

Great leaders are assertive, but with empathy. While views and opinions can differ, a good leader knows how to disagree without making it personal. By having more empathetic behaviors and inclusive leadership toward your direct reports, you are more likely to be viewed as a better leader. Such an assertive approach to leadership helps in creating a productive work environment, resolving conflicts quickly, and increasing job satisfaction. Assertiveness also enables you to work more efficiently with people and build greater professional success. 

Empathy in assertiveness is a core attribute that helps leaders nurture their teams. Being assertive alone means that you express your expectation, ideas, and thoughts in a self-assured and considerate way. With empathy, however, you can understand the needs of your team members and what goes into their minds. It is also important to understand that we live in a world of a constant communication loop. People interact with each other all the time and with a lot of ease, but they tend to be less empathetic. This often makes it difficult to understand the perspectives of others. 

An empathetic and assertive leader is perceptive. They are sensitive to insight and their surroundings. While you want to provide direction for your team, you are always aware that feelings and thinking differ from one person to another. Rather than being loud or rude, you are direct and honest in expressing your feelings and needs. You are more interested in equalizing the balance of power instead of winning the fight by humiliating the other person.  This way, you can create honest relationships with others while enabling them to respond to their wants, needs, feelings, and ideas. 

Bottom Line

A good leader sets the expectations of the team, but a great leader works with the team to meet those expectations. While anyone can call themselves a leader, only great ones make an impact on a team or organization. Such leaders have defined a set of attributes that allow them to thrive as the pillars of their teams. The CRAVE attributes define the essential skills that a leader needs to become great, including communication, respect, authenticity, vulnerability, and empathy. 

Traditionally leadership involves influencing and inspiring others to work towards a common goal. By definition, a leader is someone who has followers or individuals who willingly choose to be influenced by their leadership. Therefore, the concept of leadership implies the presence of followers.  However,  leadership is not solely tied to a formal position or title. Leadership can also be exhibited in various contexts and situations where one takes charge, provides direction, and inspires others, even if there are no direct followers in the traditional sense.  For instance, in entrepreneurial or innovative endeavors, an individual may lead by pioneering a new idea or vision, even before others join or become followers. In this case, they may not have immediate followers, but their leadership actions and impact can attract and inspire others to join their cause.

While leadership typically involves having followers, there are situations where individuals can exhibit leadership qualities and actions without immediate followers. The essence of leadership lies in inspiring, influencing, and guiding others towards a shared purpose or goal, whether there are followers present at a given moment or they are yet to be attracted or developed.

But what about those situations where there are medium and large organizations in which there are multiple levels of leaders who are both leading and following at the same time?  By embracing an emerging concept of “Middle Leadership,” we can unlock several benefits to individuals, teams, and more importantly our organizations.  The idea of Middle Leaders is just about leaders.  But what about those followership aspects of these middle leaders who must lead and follow simultaneously.  For these people, I’m going to suggest that we refer to the concept as “Liminal Leaders.”  Liminal Leadership offers a structured approach to discover and describe the benefits, trials, and challenges of both leading and following simultaneously, enabling us to achieve even greater potential within our organizations.

The Need for Liminal Leaders and Followers.

The word "liminal" comes from the Latin word "limen," which means "threshold" or "boundary." It describes the state of being in a transitional or in-between space, not fully belonging to one side or the other.  In the context of leadership and followership, being in a liminal position suggests occupying a role that combines elements of both leadership and followership. It implies having qualities and responsibilities of a leader while still acknowledging and respecting the authority and guidance of others. Individuals in this position often navigate the dynamics of leadership and followership, bridging the gap and operating within the transitional space.

Being in a liminal position can involve qualities such as being a facilitator, collaborator, or integrator, working to bring together the perspectives and contributions of both leaders and followers. It implies having the ability to lead by example while also being receptive and responsive to the guidance and direction of higher-level leaders.  The term "liminal" captures the idea of occupying a middle ground or threshold position between a leader and a follower, suggesting a nuanced and dynamic role that combines elements of both.

Stuck In the Middle

With many organizations having multiple levels of positional leaders and followers, most of the people in the middle of the organization hierarchy are in a role where they must lead and follow simultaneously.  When one person embodies both a leader and a follower role, it can be referred to as "leading from the middle," "leading without authority," or "leading by example." In this context, the individual takes on the responsibilities and characteristics of both a leader and a follower, demonstrating leadership qualities while also actively supporting and collaborating with others.  This approach acknowledges that leadership is not limited to a specific position or title but can be exercised by anyone within a team or organization. The person leading from the middle takes initiative, provides guidance, and sets an example for others, while also recognizing and respecting the contributions and expertise of their peers and superiors.

Middle leaders/followers embody the idea of a liminal situation and must navigate the complexities of leadership and followership simultaneously, leveraging their influence to drive positive change and achieve shared goals.  In essence, middle leadership involves embracing both leadership and followership roles to effectively contribute to the team's success and inspire others through their actions, ideas, and collaboration.  In order to be an effective leader and an effective follower simultaneously, middle leaders need to understand and apply concepts of leader-follower synthesis. 

Leader-Follower Synthesis

"Leader-Follower Synthesis" refers to a concept where the traditional dichotomy between leaders and followers is excelled or blended into a more integrated and collaborative approach to leadership and followership. It involves combining the qualities and behaviors of both leaders and followers to create a unified and cohesive approach to achieving collective goals.

In a Leader-Follower Synthesis model, individuals may interchangeably assume leadership and followership roles based on their expertise, strengths, and the specific needs of the situation. The emphasis is on shared responsibility, collaboration, behaviors, and the recognition that leadership can emerge from any level within the group or organization.

Key characteristics of Leader-Follower Synthesis may include:

Synthesized Decision-making:

Leaders and followers engage in participatory decision-making processes, where everyone's input and perspectives are valued and considered not based on position, but rather on knowledge skills and abilities. The focus is on generating ideas, exploring different options, and reaching decision using the best viable options available.  A leader-follower synthesis model has a significant impact on shared decision-making within a group or organization. In this model, shared decision-making is not limited to leaders alone, but involves active participation and input from both leaders and followers. Here's how a leader-follower synthesis model influences shared decision-making:

• Inclusion of Diverse Perspectives: A leader-follower synthesis model recognizes that individuals in various roles bring unique perspectives and insights. Shared decision-making allows for the inclusion of diverse viewpoints, ensuring that decisions are well-rounded and consider multiple angles. Leaders actively seek input from followers, valuing their expertise and experiences in the decision-making process.
• Collaborative Decision-Making: Shared decision-making becomes a collaborative effort in a leader-follower synthesis model. Leaders facilitate a participatory approach where everyone has an opportunity to contribute their ideas, suggestions, and concerns. Through open dialogue and collaboration, decisions are reached through consensus or compromise, leveraging the collective wisdom and expertise of the group.
• Empowerment and Ownership: Followers in a leader-follower synthesis model are empowered to actively engage in decision-making. Leaders provide a supportive environment where followers feel comfortable expressing their opinions and taking ownership of decisions. This empowerment fosters a sense of ownership, commitment, and accountability among followers, resulting in greater dedication to implementing the decisions effectively.
• Transparency and Communication: Shared decision-making requires open and transparent communication channels. Leaders in a leader-follower synthesis model ensure that information relevant to the decision-making process is shared with followers. This transparency builds trust and enables informed participation from all involved, enhancing the quality and acceptance of the decisions made.
• Flexibility and Adaptability: In a leader-follower synthesis model, shared decision-making allows for flexibility and adaptability. Leaders recognize that different decisions may require different approaches, and they are open to adjusting their leadership style based on the situation. This flexibility encourages followers to contribute their ideas and adapt their roles to effectively address the evolving needs and challenges.

Generally leader-follower synthesis fosters a culture of shared decision-making by promoting inclusivity, collaboration, empowerment, and open communication. It leverages the collective intelligence and expertise of both leaders and followers, resulting in decisions that are more comprehensive, well-informed, and aligned with the goals and values of the group or organization.

Synthesized Empowerment:

Both leaders and followers are empowered to take ownership of their roles and contribute proactively to the group's objectives. Followers are encouraged to exhibit leadership behaviors, such as taking initiative, offering suggestions, and influencing the direction of the team.  A leader-follower synthesis model has a significant impact on empowerment within a group or organization. This model shifts the traditional power dynamics and encourages a collaborative and inclusive approach to leadership and followership. Here's how a leader-follower synthesis model influences empowerment:

• Shared Responsibility: In a leader-follower synthesis model, leaders share responsibility with their followers. Rather than hoarding power and decision-making authority, leaders delegate tasks and responsibilities, empowering followers to take ownership of their roles and contribute meaningfully. This shared responsibility fosters a sense of empowerment among followers, as they are entrusted with important tasks and decision-making opportunities.

• Trust and Autonomy: Leaders in a leader-follower synthesis model trust their followers' abilities and provide them with autonomy to make decisions within their respective areas of responsibility. This trust and autonomy empower followers to exercise their judgment, take initiative, and explore innovative solutions. It enables them to develop their skills, gain confidence, and contribute to the overall success of the group or organization.
• Supportive Environment: Leaders in a leader-follower synthesis model create a supportive environment that nurtures the growth and development of their followers. They provide guidance, mentorship, and resources necessary for followers to succeed in their roles. By offering support and removing barriers, leaders empower followers to overcome challenges, develop new skills, and reach their full potential.
• Recognition and Feedback: In a leader-follower synthesis model, leaders recognize and appreciate the contributions of their followers. They provide constructive feedback and acknowledge the efforts and achievements of their followers. This recognition boosts followers' confidence and self-esteem, reinforcing their sense of empowerment and motivation to continue making valuable contributions.
• Development of Leadership Skills: A leader-follower synthesis model emphasizes the development of leadership skills among followers. Leaders invest in the growth and advancement of their followers, providing opportunities for training, mentoring, and leadership development. By empowering followers to enhance their leadership capabilities, leaders create a pipeline of future leaders and foster a culture of continuous learning and growth.

Overall, a leader-follower synthesis model promotes empowerment by redistributing power, fostering trust, creating a supportive environment, recognizing contributions, and investing in the development of followers' leadership skills. It allows individuals at all levels to have a sense of agency, influence, and impact, leading to increased engagement, commitment, and organizational success.

Synthesized Communication:

There is a culture of open and transparent communication, where leaders and followers actively exchange ideas, feedback, and information. Constructive feedback is welcomed, and discussions are encouraged to foster learning and growth.  A leader-follower synthesis model enhances open communication within a group or organization by creating an environment that encourages and values the exchange of ideas, perspectives, and information. Here's how a leader-follower synthesis model impacts open communication:

• Non-Hierarchical Communication: In a leader-follower synthesis model, communication is not limited to top-down or one-way channels. Leaders actively encourage and facilitate open communication that transcends hierarchical boundaries. Followers feel empowered to express their thoughts, concerns, and suggestions without fear of retribution or judgment. This open communication allows for a free flow of ideas and information.
• Active Listening: Leaders in a leader-follower synthesis model practice active listening, demonstrating genuine interest in what followers have to say. They give followers their full attention, seek clarification, and show empathy. By listening attentively, leaders foster an atmosphere of trust and openness, encouraging followers to express themselves more freely.
• Valuing Diverse Perspectives: In a leader-follower synthesis model, leaders recognize and value diverse perspectives within the group. They actively seek input from followers, acknowledging that different viewpoints can lead to more comprehensive and well-rounded decision-making. By creating space for diverse perspectives, leaders encourage open communication and ensure that all voices are heard.
• Constructive Feedback: A leader-follower synthesis model promotes a culture of constructive feedback. Leaders and followers provide feedback to one another in a respectful and supportive manner. This feedback helps individuals improve their performance, fosters growth, and strengthens communication channels. It encourages open and honest dialogue, ensuring that ideas and concerns are addressed effectively.
• Transparent Information Sharing: Leaders in a leader-follower synthesis model prioritize transparent information sharing. They provide followers with relevant and timely information related to the group's goals, challenges, and decisions. Transparent communication builds trust and ensures that everyone has access to the necessary information to contribute effectively.
• Encouraging Collaboration: A leader-follower synthesis model emphasizes collaboration among leaders and followers. Leaders promote collaborative communication channels such as team meetings, brainstorming sessions, and cross-functional discussions. These collaborative platforms facilitate open communication, encourage idea sharing, and foster a sense of shared ownership among team members.
• Addressing Communication Barriers: Leaders in a leader-follower synthesis model proactively address communication barriers and promote an environment where open communication can thrive. They identify and mitigate factors such as hierarchy, fear, and siloed thinking that hinder effective communication. By removing these barriers, leaders create space for open and transparent communication.

Overall, a leader-follower synthesis model enhances open communication by promoting non-hierarchical communication, active listening, valuing diverse perspectives, providing constructive feedback, transparent information sharing, encouraging collaboration, and addressing communication barriers. This model fosters an environment where individuals feel comfortable expressing their ideas, concerns, and feedback, leading to improved understanding, engagement, and collaboration within the group or organization.

Synthesized Collaboration and Teamwork:

Leaders and followers work together as a cohesive unit, leveraging each other's strengths and expertise. Roles and responsibilities may be flexible and dynamic, adapting to the needs of the team and the specific tasks at hand. A leader-follower synthesis model has a profound impact on collaboration and teamwork within a group or organization. By blurring the traditional boundaries between leaders and followers, this model fosters a culture of shared responsibility and active participation, leading to enhanced collaboration and teamwork. Here's how a leader-follower synthesis model influences collaboration and teamwork:

• Shared Goals and Vision: In a leader-follower synthesis model, leaders and followers work together to establish and articulate shared goals and a compelling vision. This shared sense of purpose aligns the efforts of the entire team, creating a unified direction and fostering collaboration toward common objectives.
• Open and Transparent Communication: A leader-follower synthesis model emphasizes open and transparent communication channels. Leaders encourage and facilitate the exchange of ideas, information, and feedback among team members. This open communication builds trust, facilitates understanding, and ensures that everyone is on the same page, enhancing collaboration and teamwork.
• Active Participation and Engagement: Followers in a leader-follower synthesis model are actively engaged and encouraged to contribute their unique perspectives, expertise, and skills. Leaders create an inclusive environment where all team members feel valued and empowered to actively participate in team discussions, problem-solving, and decision-making. This active participation fosters a sense of ownership, commitment, and shared responsibility for the team's outcomes.
• A leader-follower synthesis model has a profound impact on collaboration and teamwork within a group or organization. By blurring the traditional boundaries between leaders and followers, this model fosters a culture of shared responsibility and active participation, leading to enhanced collaboration and teamwork. Here's how a leader-follower synthesis model influences collaboration and teamwork:
• Shared Goals and Vision: In a leader-follower synthesis model, leaders and followers work together to establish and articulate shared goals and a compelling vision. This shared sense of purpose aligns the efforts of the entire team, creating a unified direction and fostering collaboration toward common objectives.
• Open and Transparent Communication: A leader-follower synthesis model emphasizes open and transparent communication channels. Leaders encourage and facilitate the exchange of ideas, information, and feedback among team members. This open communication builds trust, facilitates understanding, and ensures that everyone is on the same page, enhancing collaboration and teamwork.
• Active Participation and Engagement: Followers in a leader-follower synthesis model are actively engaged and encouraged to contribute their unique perspectives, expertise, and skills. Leaders create an inclusive environment where all team members feel valued and empowered to actively participate in team discussions, problem-solving, and decision-making. This active participation fosters a sense of ownership, commitment, and shared responsibility for the team's outcomes.

Overall, a leader-follower synthesis model enhances collaboration and teamwork by establishing shared goals and vision, promoting open communication, encouraging active participation, embracing collaborative decision-making, leveraging individual strengths, fostering mutual support and interdependence, and fostering a culture of continuous learning and growth. These elements combine to create a collaborative and synergistic team dynamic that drives success and achievement of shared objectives.

Synthesized Development of Skills:

Followers are encouraged to develop leadership skills, and leaders actively support the growth and development of their followers. This approach fosters a culture of continuous learning and leadership development throughout the organization.  A leader-follower synthesis model has a significant impact on the development of leadership skills within a group or organization. This model promotes the idea that leadership can emerge from any level and encourages the growth and development of leadership skills among both leaders and followers. Here's how a leader-follower synthesis model impacts the development of leadership skills:

• Expanded Leadership Opportunities: In a leader-follower synthesis model, followers are empowered to take on leadership roles and responsibilities. This creates opportunities for individuals to develop and practice their leadership skills. By allowing followers to lead in specific areas or projects, the model provides them with hands-on experience and exposure to leadership challenges, fostering the growth of their leadership abilities.
• Mentoring and Guidance: Leaders in a leader-follower synthesis model play a crucial role in mentoring and guiding their followers' leadership development. They provide support, feedback, and coaching to help followers enhance their leadership skills. Through regular interactions and mentorship, leaders help followers identify their strengths, areas for improvement, and provide guidance on how to develop their leadership capabilities.

• Collaborative Learning: A leader-follower synthesis model encourages collaborative learning among team members. Leaders and followers learn from one another by sharing knowledge, experiences, and insights. This collaborative learning environment provides opportunities for individuals to develop their leadership skills through exposure to diverse perspectives, problem-solving discussions, and constructive feedback from their peers.
• Shared Decision-making: In a leader-follower synthesis model, leaders involve followers in the decision-making process. This engagement allows followers to develop decision-making and critical thinking skills. They gain experience in analyzing situations, considering various viewpoints, and making informed choices. Through shared decision-making, followers develop leadership skills such as problem-solving, communication, and strategic thinking.
• Responsibility and Accountability: A leader-follower synthesis model promotes shared responsibility and accountability. Followers are entrusted with specific tasks and are held accountable for their outcomes. This responsibility encourages followers to take ownership of their work, make decisions, and demonstrate leadership in their roles. By assuming responsibility and being accountable, followers develop leadership skills related to decision-making, problem-solving, and taking initiative.
• Feedback and Reflection: Leaders in a leader-follower synthesis model provide feedback and create opportunities for reflection on leadership behaviors and performance. This feedback helps followers gain self-awareness and identify areas for improvement. By reflecting on their actions, followers can continuously refine and develop their leadership skills.
• Continuous Learning and Growth: A leader-follower synthesis model fosters a culture of continuous learning and growth. Leaders and followers are encouraged to seek learning opportunities, attend training programs, and engage in professional development activities. This commitment to ongoing learning enhances the development of leadership skills, as individuals strive to improve their knowledge, capabilities, and effectiveness as leaders.

Overall, a leader-follower synthesis model impacts the development of leadership skills by creating expanded leadership opportunities, providing mentoring and guidance, promoting collaborative learning, engaging in shared decision-making, fostering responsibility and accountability, offering feedback and reflection, and encouraging continuous learning and growth. This model recognizes that leadership is a dynamic process that can be nurtured and developed at all levels, leading to the growth and effectiveness of leaders and followers alike.  Leader-Follower Synthesis aims to create a collaborative and inclusive environment that harnesses the collective intelligence and strengths of all individuals within the group or organization. It recognizes that effective leadership can emerge from various sources and that successful outcomes are often achieved through shared efforts and a synergy between leaders and followers.

Can Leader-Follower Synthesis emanate from one single person?

Leader-follower synthesis typically involves the collaboration and integration of multiple individuals within a hierarchical group or organization.  However, it is possible for a single person to embody aspects of this model.  Through self-leadership, inclusive decision-making, collaboration, effective and active following, enhanced communication skills including active listening, and continuous learning and growth, an individual person can display and practice both leader and follower knowledge, skills, and abilities. 

Self-Leadership:

A single person can practice self-leadership by taking responsibility for their own actions, setting goals, and demonstrating self-motivation and self-discipline. They can exhibit the qualities of a leader by being proactive, making informed decisions, and taking ownership of their work and personal development.

Inclusive Decision-Making:

Even as an individual, one can incorporate inclusive decision-making practices by seeking input from others, considering different perspectives, and weighing diverse options before making decisions. This approach involves actively seeking feedback, engaging in self-reflection, and being open to learning from others.

Collaboration with Others:

Whether in a formal leader-follower relationship or operating as both leader and follower, a single person can still collaborate effectively with others. They can build relationships, establish mutual respect, and foster a sense of teamwork by seeking opportunities to work together, share ideas, and support others in their endeavors. This collaborative mindset can promote a positive and supportive environment. An individual can collaborate as both a leader and follower by adopting a flexible and adaptive approach to their roles.  By embodying these practices, an individual can effectively collaborate as both a leader and follower, fostering a culture of collaboration, trust, and shared success.

Effective and Active Followership:

Being an effective and active follower requires certain qualities and behaviors regardless of whether you are in a leadership or followership role.  Even as a single person, one can practice active followership by being engaged, supportive, and proactive in supporting the goals and vision of others. This involves demonstrating a willingness to contribute, being receptive to feedback and guidance, and aiding colleagues or leaders when needed.  These actions contribute to a positive and collaborative work environment, promote team success, and enhance personal and professional growth.

Communication and Feedback:

Communication and feedback are essential aspects of effective leadership and followership. Effective communication skills can be demonstrated by actively listening, expressing thoughts and ideas clearly, and providing constructive feedback to others. Even as an individual, one can engage in open and transparent communication with colleagues, stakeholders, or superiors, fostering an environment of trust and understanding.  By utilizing effective communication and feedback practices in both leadership and followership roles, individuals can foster understanding, collaboration, and continuous improvement within the team or organization. These practices contribute to building strong relationships, promoting trust, and enhancing overall performance and success.

Continuous Learning and Growth:

Continuous learning and growth are crucial for both leaders and followers to stay relevant, adapt to change, and reach their full potential.  Embracing a mindset of continuous learning and personal growth is a key aspect of the leader-follower synthesis. A single person can embody this concept by seeking opportunities for self-improvement, pursuing professional development, and reflecting on their experiences to identify areas for growth and enhancement. 

By actively pursuing continuous learning and growth as both a leader and follower, individuals can enhance their skills, knowledge, and effectiveness in their respective roles. It enables them to adapt to changing circumstances, contribute to the success of the team or organization, and reach their full potential.

It is important to note that while an individual can embody certain aspects of the leader-follower synthesis model, the full realization of this model often requires the participation and collaboration of multiple individuals within a group or organization. The integration of leader and follower qualities is more likely to be fully realized and effective when there is a collective effort and a shared commitment to collaboration and mutual respect among all individuals involved.

How would a leader-follower synthesis model impact succession planning in organizations?

The leader-follower synthesis model can have a significant impact on succession planning within organizations. Traditionally, succession planning has focused on identifying and grooming individuals for specific leadership positions. However, the leader-follower synthesis model encourages a more collaborative and inclusive approach to leadership development and succession planning. Let’s look at how leader-follower synthesis can influence succession planning.

Talent Identification and Development:

The leader-follower synthesis model emphasizes the importance of developing leadership qualities and skills at all levels of an organization. Instead of solely focusing on a select few individuals for leadership positions, the model recognizes that leadership potential exists in various roles and encourages the identification and development of talent across the organization. This expands the talent pool for succession planning.

Collaboration and Knowledge Transfer:

In the leader-follower synthesis model, there is an emphasis on collaboration and shared decision-making. This approach fosters a culture of knowledge sharing and learning, allowing leaders and followers to exchange ideas, insights, and experiences. As part of succession planning, this collaborative environment enables the transfer of knowledge and expertise from current leaders to potential successors, ensuring a smoother transition of leadership.

Broadening Leadership Skills:

The leader-follower synthesis model encourages individuals to embody both leadership and followership qualities. This approach promotes the development of well-rounded leaders who possess a diverse set of skills, including the ability to lead, follow, collaborate, and communicate effectively. By broadening the focus of leadership development, succession planning can identify individuals who can adapt to different leadership roles and contribute to organizational success in various capacities.

Succession Pipeline Development:

The leader-follower synthesis model supports the creation of a robust succession pipeline that goes beyond traditional hierarchical structures. It involves identifying and nurturing individuals who demonstrate leadership potential and followership qualities at various levels and in various roles. This expanded succession pipeline ensures a continuous supply of potential leaders who can step into leadership positions when needed, increasing organizational resilience and agility.

Shared Leadership:

The leader-follower synthesis model challenges the notion that leadership is solely the responsibility of designated leaders. Instead, it encourages a shared leadership approach, where individuals at all levels can contribute to leadership and decision-making processes. Succession planning within this model involves identifying and preparing individuals who can effectively collaborate, share leadership responsibilities, and adapt to changing organizational dynamics.

Continuous Development and Adaptation:

The leader-follower synthesis model recognizes that leadership is an ongoing process that requires continuous development and adaptation. Succession planning within this model involves providing opportunities for ongoing learning, training, and mentorship to potential leaders and followers. It also emphasizes the need for leaders to continuously adapt and evolve their leadership style to meet the evolving needs of the organization.

By incorporating the principles of the leader-follower synthesis model into succession planning, organizations can create a more inclusive, collaborative, and adaptable approach to leadership development, especially for the liminal leader. This approach ensures a diverse pool of potential leaders, facilitates smooth leadership transitions, and promotes a culture of shared leadership throughout the organization.

Conclusion

Almost every medium and large-sized organization has significantly more people in middle-leadership positions, who are required to lead and follow simultaneously, than people in primarily leading or primarily following positions.  These liminal leaders need training in both leadership and followership.  So, if we focus on the behaviors rather than the positions, whether leading or following, or both, the liminal leader will act in a consistent manner.  The term "liminal" captures the idea of occupying a middle ground or threshold position between a leader and a follower, suggesting a nuanced and dynamic role that combines elements of both.  Middle leaders/followers embody the idea of a liminal situation and must navigate the complexities of leadership and followership simultaneously, leveraging their influence to drive positive change and achieve shared goals.  In essence, liminal leadership involves embracing both leadership and followership roles to effectively contribute to the individual, team, and organization's success and embody and inspire others through their actions, ideas, and collaboration.  In order to be an effective leader and an effective follower simultaneously, a person must embrace the idea of liminal leadership.

About the Author: Dr. Chris Fuzie is the owner of CMF Leadership Consulting and is currently is the Business/HR Manager for a District Attorney’s office in California. Chris is a Leaderologist II and Vice President of the National Leaderology Association (NLA) who holds a Doctor of Education (Ed. D), M.A. and B.A. in Organizational Leadership, and has graduate certificates in Human Resources and Criminal Justice Education. Chris is a developer, trainer, consultant for leadership of public, private, profit, and non-profit organizations since 2010. Chris is a graduate of the FBI National Academy and a former National Instructor for the International Association of Chiefs of Police and California P.O.S.T. Courses. Chris is the author of "Because Why... Understanding Behavior in Exigencies." and of "S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior." Chris is honorably retired from the Modesto Police Department after 28 years of public service leading such teams as the Homicide Team, the Hostage Negotiations Team, the Street-Level Drug Team and the School Police Officer Team.