There is generally no shortage of attempts to understand what makes a good leader, but most of these efforts are elusive. Research from the University of Alberta suggests that we’re probably asking the wrong question entirely.
The researchers argue that too often we look at this question in the hope that a single quality will emerge, when in reality we should be looking at patterns of human qualities instead. The study looks for those patterns and found that a good combination is the seemingly mythical ability to mix big-picture visions with a strong attention to detail.
Getting things done
The researchers counters the notion that the ideal leader is someone who can get things done by sheer force of will. Such leaders often have a reputation for abuse towards employees.
“We think we want someone who can just get things done—a fearless leader who will charge the hill and keep us safe,” the researchers explain.
It’s an approach that often under-values the role employees play, however. It remains popular due to the notion that a more laid-back style is weak, but the study finds that this approach can work in the right environment and when paired with other personal attributes.
“Laissez-faire is not what we aspire to; we don’t teach students to integrate it into their leadership style,” they continue. “We’re more likely to say you need to be more active, more transformational.”
There are some environments where this more hands-off style could be viewed by employees as “benign neglect”. This can be especially harmful when the neglect turns into passive aggression, and the passiveness becomes a weapon. It’s akin to giving someone the silent treatment in a personal relationship.
It’s an approach that can significantly harm the physical and mental health of employees, with things like depression and poor sleep quality commonly seen.
Good followers
The researchers conclude that while we focus a lot on what good leadership looks like, it’s almost as important to be a good follower, especially as far more of us will fulfil this role than a leadership one.
“We have so many classes on how to be a good leader; what we really need are classes on how to be a good follower,” they explain. “It’s almost a backdoor way to being a good leader.”
Because followers lack the official power of a leader, it’s vital that more subtle tactics are used to influence. These tactics may also be beneficial should they ever more into a leadership role.
“Even top executives have to serve superior leaders,” they conclude. “As such, leaders and followers are locked into an ongoing dance, and the line between these two roles is not as sharp as you might think.”
