Today’s TEAMTRI Guest Blog is from Dr. Jim Lemoine. Dr. Lemoine is on the research faculty at the State University of New York (SUNY) in Buffalo as part of their Center for Leadership and Organizational Effectiveness. He is an Assistant Professor of Organizations and Human Resources; a Trustee of the Greenleaf Center for Servant Leadership; a past local, state, and national Career Technical Student Organization officer for FFA, FBLA, and PBL; and a TEAMTRI Alumnus. His research on organizational management has been published in several outlets including the Harvard Business Review. As a researcher, Dr. Lemoine is always looking for organizational partners to study leadership behavior and determine effective approaches to improve outcomes. His email address is email@example.com.
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We all know that leadership is important. It’s the primary topic of countless books, speeches, and classes. It’s the focal concern of thousands, maybe millions, of organizational managers. It’s a development area for most every employee in the world, and the one thing we believe can make or break a business, a sports team, or a country. We talk about the need for better leaders, we hear how great leadership can make great differences, and we lament that so many of our institutional leaders do a poor job of leading us.
We know that leadership is important. But something I often wonder is whether we could ever agree on what it actually is.
Imagine you were working with an exchange student from a deeply solitary culture, where people work alone for most of their lives as hermits, without any managers or hierarchy or even teams. He is confused by this word, “leadership,” and asks you what it means. How would you describe it?
A government official once answered that question by saying that leadership is power. I noted that this was a pleasingly simple and easy-to-understand definition, and he nodded agreement. Then I brought up the possibility that a robber might hold him at gunpoint, forcing him to hand over his wallet.
The robber would certainly have power over him, but it would be difficult to argue that the robber was actually ‘leading’ anyone. In the end, we agreed that there was likely more to leadership than just power.
A manager I worked with answered that question by saying that leadership is exhibited when your employees respect you, so they get things done. I told her that I liked the sound of it, but wondered whether this was really leadership itself, or the outcome of leadership? Was it possible that respect and effectiveness were the things that resulted from good leadership, rather than the leadership itself? What, then, are the actual leadership behaviors that would result in these good outcomes?
A senior corporate executive in a training seminar answered that question by saying that leadership is just treating people well. Everyone in attendance liked this definition, but I had to wonder: was that really all leadership was? Surely you could argue that treating people well is part of leadership, but is treating people well really enough to lead them? What about holding them accountable? What about getting things done, as the manager had suggested? The last time I ate at Wendy’s, the salesperson behind the counter treated me very well. Was he leading me?
A janitor at a company I used to work at answered that question by saying that leaders are servants. This was a very different answer than I was used to hearing, so I asked him to tell me more. He told me that Dr. Martin Luther King, Jr., once said that serving others is the most important definition of greatness, and that by serving others, we teach them to care about us, each other, and the world around them. Through that care, they would be motivated to go forth and accomplish great things.
Personally, I like the janitor’s answer the best. He taught me something that day.
Former U.S. President and World War II General Dwight D. Eisenhower (the first American general to eat meals with his enlisted men, rather than in the officer’s tent) once said that leadership was the art of getting people to do what you want them to do, because they want to do it. And how do you make them want to do, what you want them to do? You don’t coerce, you don’t order, and you don’t merely treat them well: you ask questions, you listen, you help, and you persuade. You learn what their goals are, and you find alignment in how working toward the organization’s goals, or the community’s goals, or even society’s goals, can help you both. You provide them with the training and resources to succeed in your new mutual goals. You push them to ever-higher levels, believing in them and ensuring they have all of the skills and knowledge they need to reach their potentials. You learn from them by listening, and try to teach them what you can in turn. You build their self-confidence, and motivate them to help others just the way you, hopefully, are helping them.
Many have said that there is a leadership crisis in the world. It is difficult to argue with this statement, although this crisis is not a new problem. It is possible that the reason we can’t seem to find good leaders, is that we have not yet agreed on what a good leader is. We are drawn to charismatic and sometimes narcissistic individuals, assuming that their smooth speeches and visionary talking points are the marks of a leader, without thinking through what it is we really want from a leader. We are conditioned to see leadership as a position of power, a title to be held or an honor to be bestowed, rather than something that any of us could do, at any time, from any job. We unfortunately view leadership as something on a pedestal, something distant, rather than something that could be practiced by anyone – like a janitor.
Leadership is about putting the people around you first – being a servant – such that they collectively are able to accomplish goals that they previously could never have attempted. Leaders point the way to those ambitious goals, and help their colleagues find ways to reach them together.
The mark of a great leader is not accolades and awards, but rather that the people around her have grown and succeeded. The great leader is not necessarily the person who is elected to a political post, or the manager who skyrockets up a company’s chain of command: it’s the team member who constantly has to replace his team, because they keep growing and getting promoted.
The boss asks, “What are you going to do today? How are you going to hit your goals? How is the company going to be better, because you were a part of it?” The leader asks, “How can I help you accomplish our goals today?”
Being a boss is as simple as giving orders, promising raises and promotions, and threatening punishments. Being a leader is much more difficult, as you have to be humble, you have to listen, and you have to put your team first.
You have to learn about them, develop them, and show them how they can be even more than what they are.
Would you rather work for a boss or a leader? Would you rather be a boss or a leader?