There are true leaders and then, there are the leaders who are infatuated with the “idea” of leadership.
All of us have encountered leaders who are thrilled with the title, authority and power associated with the position. They revel in the perks of the position, without delivering an equal measure of value. In other words, there’s a deficit between the positional power and produced impact.
Leaders who idolise the title, can’t resist over-flexing their power, whenever the opportunity arises. These leaders are thrilled with the idea of being able to wield their might. Their mission is not to make a positive impact using sound leadership practices. Rather, it is to ensure that they are admired and adored, with monuments and shrines erected in their honour.
Try telling these leaders that the goal of leadership, is not to amass as many followers as possible, but to enable the growth of leadership competence in others. That would be tantamount to taking away their crowns and bruising their egos.
Contrary to leadership style theories, many leaders invent their own unique styles. Whatever is guiding the formation of these styles, determines the outcomes of the leader’s choices, decisions and behaviours. Some leaders are guided by the need for love, adulation, approval and the need to win at all costs.
Failure to achieve these outcomes, can generate feelings of inadequacy in the leader, which, in turn, can unleash toxic tendencies and practices. If the leader’s style, on the other hand, is guided by strong, positive values, experiences and influences, then we will witness the release of practices that are worthy of emulation.
The danger here, of course, is clear. The leaders who are in love with the idea of leadership, may never develop the sovereign talents of leadership finesse and leadership competence. Without these talents, positive impact will remain elusive.
When a leader combines character, influence, people-centredness and competence, in an artful manner, that’s leadership finesse. The ground does not shake, neither does the earth move, when these individuals enter a room. But everyone feels a shift in the energy. The grace and composure that defines such a leader is rare. It’s a masterful blend of attributes that not every leader is fortunate enough to possess. One of the biggest demerits of idolising leadership titles, is that it blocks the emergence of leadership finesse.
Leadership finesse is a differentiator. It is the artful execution of vision, strategy and business architecture, alongside grace and composure. It separates imposters from competent individuals. The latter elevate the essence of leading, to both an art, as well as a science. They demonstrate the distinction between performance theatre and artful execution.
Every leader does not possess this masterful blend of headset, mindset and skillset. But every leader should pursue it. It’s called mastering the technical and the human side of leadership.
Businesses should do everything their power to expunge the presence of deficit leadership thinking. There should be no room to accommodate the mindset of infatuation with leadership titles.
Leaders should be prepared sufficiently and effectively, to assume their roles, so that no imposters are allowed to wield unregulated power and authority.
It’s easy to spot a business where the abundance of true leadership makes it impossible for imposters to survive. The business functions in harmony, not chaos. Clarity of vision and unity of purpose are dispersed across all teams, so that employees feel engaged and animated about the future of the business. The culture becomes human-centred and employees contribute their effort willingly.
In a business where true leadership finesse and competence co-exist, three distinct outcomes emerge. Excellence becomes effortless, the abuse of power is not permitted and leadership success is neither episodic, nor erratic.
