There is much in the Press and social media today about people being put into leadership positions.
This may be intended to redress imbalances of gender, race, age, religion or ethnicity.
But none of these is a qualification for leadership.
In an orderly society, we create structure to bring predictability and to look after the disadvantaged (and the advantaged—who are the designers of the structure). More often that not, structures are hierarchical—to keep a lid on ambition. Those who have the power to appoint, select people like them and who will do their bidding.
This may or may not be a good thing—those who are appointed may deliver fairly and generously for the followers. Then again, they may abuse the trust that has been placed in them. But this structure will be, by definition, the status quo.
Those who occupy leadership positions may find themselves there because they enjoy the support of the majority culture, without necessarily displaying leadership behaviours. People in these positions have choices to stand aside, ignore or resist any putsch that comes.
The need for true leadership comes from disadvantage. When that status quo abuses, oppresses or neglects the minorities among them; or when there’s an external attack.
How does this coming to leadership materialize in today’s business and government organisations?
In such cases, the mission of an organisation is the de facto cause: “We make life better for the young/old/disadvantaged.” “We help you increase your wealth.” “We bring unbiased reporting on world events.” “We build truly great homes/offices/factories.” “We grow the best food.”
But whatever the cause or how it is interpreted, it is not served by people merely occupying positions. The cause is served by vigorous, focused, dynamic leadership. There is a groundswell of support for this leader because he or she articulates the cause and identifies ideas and actions to overcome the injustice reigning down on the oppressed.
A position may be mandated but true leadership cannot. True leadership must be earned—but how?
Getting there. Timing is essential—when there is a desperate need! The people can’t take any more of the current situation and yearn for a solution. A leader who understands that need and can talk compellingly to the people will gain support. He or she will not be afraid of the status quo and in fact will work tirelessly to overthrow it.
People who see themselves as the oppressed, will be attracted to this leader at this time. As the power builds, there will be a major confrontation and the status quo will remain resilient, or it will crumble and morph into something else. The leader will have gathered around him or herself a tightly aligned team of highly competent lieutenants—they will be the implementers of the program to take control and overcome the oppression.
Staying there. The leader will ride the cause until it is won or lost. If won, there will then be a phase of implementation and consolidation. The aspirations of the oppressed must be met. The leader will also buy time and further followers by being committed and focused, fair, humble, full of integrity and even humorous (there must be light moments and enjoyment). The leader must remain independent of thought and not fall into populism or vanity.
(And is leadership only for the oppressed? No. There is a different type of leadership for the well-off. They need new ideas, directions and protection from those who would destroy what they have gained.)
Leaving there. If the cause is not won, or slips from his or her grasp, the leader is deposed. Even if success is achieved, there will be successive phases—moving to their own status quo—where new causes will be created.
If there is a new cause and the leader can’t cope, a new leader will emerge. In any case, the end of leadership is inevitable. The cause will be well served if there are successors identified, with an orderly succession plan.
The true leader will know when leadership is no longer earned.
Next week: Regaining Our Perspective
About the Author
Jeff Bell is Principal of executive consultancy ResultsWise in Perth, Western Australia. He is also a coach at The Executive Connection, a division of the world’s largest CEO network, Vistage, which increases the effectiveness and enhances the lives of 22,000 leader members worldwide.To take your leadership to a new level, ask Jeff about TEC, consulting, coaching, strategic facilitation or his leadership course: http://www.resultswise.com.au/leader-as-coach-program