"Never violate the sacredness of your individual self-respect."
Leaders think differently.
About themselves, the organization, and the world around them. Thinking alike seldom contributes to anyone's success. How one develops personally and professionally benefits significantly by being distinctive. In the arc of life, it pays to be different.
Dissimilarity applies to ideas and people. "Leaders must bring together diverse ideas, which often means engaging with differing perspectives and those with diverse backgrounds." (Journal of Character & Leadership Development, Summer 2021)
When speaking about leaders, we're not necessarily equating that term with a position. However, untitled leaders are found throughout most structures.
Much that's written about leaders has to do with "style." For example, author, Joseph Garvey, reminds us of three from social psychologist Kurt Lewin:
- Authoritarian Leadership (Autocratic). The leader dictates policies and procedures and decides what objectives must be completed. Again, control is a significant theme.
- Participative Leadership (Democratic). Here the members participate in the decision-making process. As a result, team morale is higher, and members are more engaged. Unfortunately, this style is noted for an absence of clear communication.
- Delegative Leadership (Laissez-Faire). Team members need more guidance from leaders and are free to make their own decisions. Tools are provided along with processes to make good decisions. Then, the groups solve problems on their own.
- Transactional Leadership. This style focuses on the role of supervision, organization, and group performance. Employees perform well when there is an organization's transparent chain of command.
- Transformational Leadership. This style enhances the motivation, morale, and performance of followers. The traits of transformational leaders are energetic, enthusiastic, and passionate.
|(C) Mark Sanborn|
No long-term measures prove the permanency of training (Kivland and King, University of Illinois); lack of support from upper management; decoupling reflection from real work situations (Gurdjian, Halbeisen, and Lane; McKinsey & Company); and the absence of interest on the part of employees. (Panopto, Inc.)
By taking a more deeply person-centered approach the cultivation of character can help leaders to successfully engage the opportunities and challenges of leadership in our complex and uncertain times.
Intellectual virtues, such as truth and understanding, are what we need for good thinking across situations combined with moral virtues which are at the heart of a well-lived life. (Edward Brooks, University of Oxford)