What is Great Leadership?

What is Great Leadership?

            Over the course of my MSLD studies, my notions and/or assumptions of leadership have changed.  In one area, the change was learning of leadership methodologies that I could use, another proverbial ‘tool’ to put into my leadership ‘toolbox’.  Yet, in another area – the concept of leadership – the change was significant in that I now view leadership differently.  I realized two things. First, there is no such thing as a ‘bad’ leader.  Second, being a leader requires a relationship with followers.

            From the age of 18 and through to 39 years old, I witnessed leadership through the lens of the Army culture.  The Army had a philosophy for transformational leadership, that is, to inspire and motivate followers.  The Army’s leadership model is Be, Know, Do (Department of the Army, 2006).  Yet, in actuality, many “leaders” in the Army practiced transactional leadership.  Transactional leadership was getting people to do something through simple reward and punishment.  As a result, many “followers” worked out of fear of reprisal rather than being inspired by a transcendent purpose.

             I once viewed leadership and management as synonymous, as did many others.  It was common to refer to someone that ‘outranked’ you as a leader whether he or she had leader attributes or not.  Leadership was considered inherent with a job position.  Therefore, soldiers categorized ‘good’ or ‘bad’ leaders.  Yet, I realize now that there were no ‘bad leaders’, they were really just people in a position of authority.  Boyatzis & McKee (2005) wrote that leadership is a relationship, that one cannot be a leader without followers.  Thus, those ‘bad leaders’ never had followers, they had subordinates that simply complied either to receive reward or avoid punishment.  These persons (aka ‘bad leaders’) had the following tendencies; they were egocentric, lacked compassion and/or empathy, were confrontational, and lacked trust in their relationships to name a few.  It was apparent which organizations had these ‘bad leaders’ because teamwork was supplanted by individual interest i.e. personal survival.

            Fortunately, there were also many great leaders in the Army.  One great leader that I looked up to was transformational.  He had traits and tendencies that resonated throughout the organization and his followers.  This good leader built relationships with the follower and his or her family.  He was trusting and empowered followers.  As a result, the organization had a family feel where each person strived to do his or her best so as to not let other down.  Lastly, this good leader ‘led by example’.  He made sure that he was of sound mind and body and sought to achieve mastery in all aspects of life, and he challenged others to do the same.

References

Boyatzis, R., & McKee, A. (2005). Resonant leadership. Boston, MA: Harvard Business School Publishing.

Department of the Army. (2006). Army Leadership. Washington, DC: Department of the Army.