Barry Winbolt's Blog
Leadership and relationships
New research places workplace relationships at the centre of organisational success.
The much-published ideas on leadership have come under scrutiny in a new study which distinguishes truly exceptional leadership from run-of-the mill management-speak. The research, by the Work Foundation, identifies three principles of outstanding leadership coupled with nine themes that exceptional leaders adhere to.
While they confirm that effective performance requires managers to be genuinely person-centred with their staff, the authors go further in identifying that “outstanding leaders see themselves as facilitating and nurturing empowerment through a conscious philosophy and practice.”
So leaders are likely to be genuinely interested in the people they lead, to engage with them maintain an almost obsessive focus on the relationships with those around them. This may sound like ‘more of the same’. After all, haven’t we heard it all before? Yes, say the authors, but outstanding leaders develop qualities that go beyond the rhetoric. For example, they demonstrate above average ability to reflect on their own actions and monitor their behaviour. Vision and trust building are important, but equally so are consistency and the ability to create purpose.
Once again this confirms the importance of ensuring a positive quality of workplace relationships, and of fostering a culture where organisational habits enable people to thrive.
See the original research,
Read an The Secrets of Strong Leadership, by Lisa Bachelor in the Guardian
1 comment
I only wish it were true of all bosses. Although at the same time as ‘almost obsessive focus on the relationships with those around them’ its also necessary to give people space, isn’t it the best way to learn by making mistakes. A child that touches a hot kettle will learn never to do it again, even though the caring parent has told them many times about safety. So where do you draw the line with your leader, can your leader afford the time and money for you to make mistakes, so that you can learn from them? The relationship with your leader needs to be one where you are felt recognised and valued, know the boundaries, take confidence from the fact that your leader will back you all the way when you are saying something people do not want you to hear.
Too many leaders have the need to impress their authority and suppress creativity by keeping them in the safe zone. If we all keep within the safe zone we would be riding horses to work and not driving in cars. Giving credit to a member of your team, rather than claiming the glory, should be seen as a key tool in the leaders bag. There is a significant culture of ‘preparing decks for your boss’ that is rife throughout the whole chain of command, is this the right way we are encouraged to grow?
I agree that in order to move up, you need to focus on what’s below you, a leaders job is to lead, show people the way. It also has to be noted that not everyone want to be lead, or indeed progress, many people are just happy the way they are inside their own boundaries, forcing a development plan on them will not encourage the right behaviours.