Most of us adopt our leadership frameworks or paradigms from what we see close around us. Sometimes we see what works and make a mental note of that without real reflection. Some of our models are cultural and we adopt them without questions. Some are passed down as true and trusted methods but when we accept things without truly understanding we neither learn nor grow.
Leaders are accountable
My primary expectation froma leader is – do the right thing at all times. Somehow wherever I saw good leadership it was about doing the right thing in the face of conflict, challenge and pressure. Doing the right thing is a heart issue because the underlying inference is that a leader is accountable – to God and to others. This at times seems contrary to reality – few leaders like to be questioned on their actions and behaviors. But being accountable forces you to look at where you are placed and what resources and influence are placed within your control.
The idea of being accountable can only be developed if one understands that you are only a caretaker, a steward of what you have access to or placed under your authority. This is further rooted in the belief that leadership is a calling to be of service to others. Accountability begins with taking responsibility to achieve results. It implies that leaders are answerable for the outcomes of the choices they have made – both the good and the bad and the resources they have utilized. It literally means – the buck stops here, there is no one else responsible.
You cannot have leadership without accountability.
Leaders are made
Contemporary Leadership literature reveals that leaders are both born and made. Attractive looks, size, intelligence, and charisma definitely make oneself visible and there is a societal bias towards those who possess these. Yet it is the qualities of character, competence, and chemistry or interpersonal relationships when developed that enhances one’s ability to lead well.
Despite the media hype that portrays leaders as people who are different from ordinary folks like you and me, the truth is that most people can exercise leadership in some area of life if they grow personally and develop certain leadership skills. One does not have to be a great orator, mesmerize an audience or be exceptionally gifted in intelligence to be a good leader. The influence, nurture of one’s early childhood environment and life experiences dramatically shape and affect the caliber of leadership we exercise. So Leadership is essentially about who you are – because who you determine what you do.
If so, then are you intentional about your own development as a leader?
Leadership must fit the context
One of the foundational aspects of Leadership is that- Leadership is always understood in a context. Different contexts require different types and styles of leadership, just read the biographies of Winston Churchill, Mahatma Gandhi, Sir Ernest Shackleton, Bill Gates, and Abraham Lincoln. What is common though is that good leaders exhibit strong convictions of what they believe, they are passionate about the cause and exhibit commitment, clarity and persuasiveness of their ideas.
Leadership is based on core values
Leadership is first of all about service. It must be based on principles and values both of which has moral and ethical implications. These are the core beliefs which drives both organizations and people. When leaders undergo a paradigm shift in their perception of leadership, they also begin to appreciate the lasting benefits of principle or value-centered leadership. When leaders adopt accountability, transparency, and stewardship as foundational to their service then we can hope for change. These values are enduring and it is the absence of these values that encourage corruption and misuse of resources. Yet history shows us that no one is able to consistently pursue a principle-centered life unless we are aligned in spirit to a higher cause or person. We need structures and systems of accountability to keep us on the right path.
What structures have you put to ensure you stay on the right path?
Leaders must have a vision
Leadership is crucial for change and transformation in any organization or nation. Where there is no vision, the people perish (Proverbs 29:18). To develop or carve a vision, one needs to engage in reflection. Developing a Vision is not about duplicating success from somewhere else or based on the resources at hand. It is not always need-based but it flows from values, revelation and from the leaders’ “reservoir of knowledge and experience” (Kouzes and Posner 2007). Leaders have to articulate the vision within the organizational context and demonstrate why people have to change direction. Vision helps leaders focus on what is truly important – the values, ideas, and activities that they are passionate about. A vision must not just hang on the wall but inspire action and perseverance.
Do you know what is your vision? Does it inspire action?
Leaders achieves results
In developing countries, Leadership is often rooted in culture and traditions which create distinct Leadership styles. We can each have our own unique style and interpretations of leadership but ultimately the acid test is about results.
The economic aspirations of some developing countries remain largely unfulfilled due to ineffective leadership models. Those who occupy leadership positions consider themselves superior and therefore not accountable to those they lead. This power distance between political leaders and citizens is also reflected in organizations and families. In such a model, leadership is not really about service but about being served. These flawed perceptions of leadership must be transformed if people have to learn to lead well. Good leaders forfeit their rights and privileges in service to others. They are first of all ambitious for the mission or cause. Effective leaders exercise power and influence to manage social and economic resources for the development and the common good of others.
So what results are you achieving? If you are not, then maybe it is time to change the paradigms and narratives that you are using.