In social business circles, there is a strong disposition towards inclusivity in decision making. The notion is that when you involve people in decisions that effect them, then it is much more likely that they will be on board with any changes that are required. What’s more, you’re also much more likely to get wide and varied information input into the process.
A recent paper highlights just how important this is. It reveals that when leaders fail to either take into account the perceptions of those involved, or indeed give them an avenue to express their opinions, it is much more likely that the change will go wrong. When the leader can envision things from other peoples perspectives however, it often produces better outcomes.
“Effective leadership is like a successful car ride. To go places, you need gas and acceleration—power is a psychological accelerator. But you also need a good steering wheel so you don’t crash as you speed down the highway—perspective-taking is that psychological steering wheel,” said the researchers, from Columbia Business School. “When you anchor too heavily onto your own perspective, and don’t take into account the viewpoints of others you are bound to crash.”
Hobbesian fallacy
The study explored the Hobbesian fallacy of seeing the world through your own eyes via a number of experiments. It found that the more power one possesses, the worse one generally becomes at understanding the perspectives of others. Their opinions become increasingly anchored around their own vantage point.
What’s more, there is a consistent disconnect between those who have the social skills to understand and appreciate the perspectives of others, and those who actually have the power to initiate change.
When the perfect combination exists within a leader however, it tends to ensure that challenging situations are managed successfully, whilst also facilitating the kind of information sharing that ensures people feel listened to and valued, and of course ensuring that complex decisions obtain the best possible outcome.
How good are leaders in your organization at adopting and understanding the perspectives of those outside of their inner circle?
The whole hero leadership thing kind of suggests otherwise though. If the leader doesn't have all the answers and isn't the smartest person, that's a flaw in them.
Plus, people get to the top through succeeding with a particular way of doing things, so it’s almost inevitable that they persist with that method once at the top.
Quite agree with this. You can't lead if you don't take in all the information available to you.
This is why it's so important to give leadership power to those with the information at their fingertips isn't it?
Or at least to ensure that information flows quickly and transparently through the organisation.
This is one of those things that really should be common sense, yet seldom ever seems to be commonplace.
I think it has to be balanced though. Taking account of others is certainly a good thing, but you eventually have to make decisions in life, and going round and round consulting anyone and everyone does no good. Sometimes less talking and more action is the best approach.