effective
Leadership
I recently completed the course ‘Leadership: Identity, Influence and Power’. The course fully covered the traditional leadership theories and then went on to challenge them using research from current psychology. Most of the theories use the word ‘leadership’ as a noun – something that a person owns, rather than as a verb – something that a person does.
Take a minute to describe what a leader does – think of a climber leading an expedition or a diver leading a dive, what do they do? First they find out what it is that the party they are going to lead wants to do, then they set about making that possible, they ensure the right resources are available, they check the skill levels of the party to see who needs what support, and they do the task themselves: they become one of the party sharing the whole experience with them.
‘’Leadership is not simply getting people to do things. It’s about getting them to want to do things, about shaping beliefs, desires, priorities. It is about achieving influence, not securing compliance. Good leadership is not determined by competent management, skilled decision making o accepting authority. These things do not necessarily involve winning the hearts and minds of others, harnessing energies and passions – leadership always does’’ (Haslam, Richer & Platow 2011)
I very much buy into this. My personal style is collaborative and I have enjoyed immense success leading teams in the corporate sector. The style increases the likelihood of retention of high performing employees as they are given space to grow and be heard – to matter.
So what does ‘Leadership: Identity, Influence and Power’ conclude are the key factors that would enable an existing leader to change or for a would be leader to adopt?
They suggest that there are 4 rules for effective leadership:
1. Be one of us.
2. Do what you do for us and not for personal recognition.
3. Ensure that ‘they’ know who ‘we’ are, what we stand for and believe in.
4.Make us matter
This can be achieved by:
1. Reflecting the group - be like them: Take time to understand what makes the group tick, use its language and jargon, follow its traditions, learn why the traditions matter. The group needs to know that the leader respects them and what they stand for and doesn’t distance themselves from the people they lead.
2. Representing the group: Whilst you absolutely need to be perceived as one of us – we all have our job to do and the leaders job is to facilitate activities that help us to achieve our collective goal. They need to take up our cause and work for our interests not their own.
3. Realise the group goals – make them happen. The leader must define and advance the goal by ensuring policies and practices that allow us to move towards the goal in place. The leader must reinforce what we are and what we believe in. All of the group members need to understand how they are of value to the group and how they contribute to the overall goals.
Penny Whitelock has more than 25 years Corporate & Executive experience across a variety of industry sectors, including running her own successful training business. She is currently owner of Improve Managers and MD at Coach247.
http://www.ImproveManagers.co.uk
BY PENNY WHITELOCK
leadership