Leadership and Inspiration
Yes, You Are a Born Leader!
How do you lead others in life?
What makes someone a leader? Is it knowledge, talent, or skill? Could it be learning and experience? Are they born that way? While those are great questions, another, perhaps more important question, is how do they choose to lead? Why is it that a good leader can lead poorly, and a poor leader can lead well? Let’s look at some answers to these questions!
Are you a leader?
Did you know everyone is born to lead? Something you will often hear in leadership circles is “leadership is influence, and influence is leadership.” A well-known leadership expert wrote the following insight in one of his many books:
“Leadership is influence — nothing more, nothing less.” John Maxwell (1947-present)
Many people contend that since everyone exerts influence on someone, everyone is a leader in some way. You don’t need a title or to be in charge of a group of people or organization to be a leader. Everyone can influence others, whether they work for, with, or are above them in an organization, family, or any other group. Because of your influence, no matter how little it may be, you are in a position to influence/lead them.
Yes, you are a leader, title or not. But how will you lead others? Let’s look at two fundamental leadership styles or philosophies; command and control and people-centered.
“There’s increasing consciousness that a “command and control” style of management isn’t necessarily what works anymore, especially with small to medium-sized companies. There’s increasing evidence that a more flexible management style, where responsibility is distributed up and down the line, is what works best. And that kind of management style is one that will allow individual workers more flexibility.” Betty Friedan (1921–2006)
Command and control
Command and control leadership is exactly that, leading from the top down. The leader commands and controls those who work for them or those they influence. Or at least they think they do.
Command and control leadership has existed throughout history in monarchies and war. A monarch such as a king, queen, or emperor had so much control they could command death or grant life to their subjects. Dictators fill this role today. A military leader can order those they command to engage in battle with a high probability of death.
While tyrannical leadership is less common now, many command and control elements remain. Have you ever had a boss micromanage you? Have you worked in an organization that was so rigid they required you to do your work precisely as they had predetermined without deviating? If so, you have experienced command and control leadership.
If you served in the military, you know the meaning of command and control well. As a child in a family, you experienced the command and control style of leadership from your parents, elders, and in most schools.
There are times when command and control leadership is needed. In the military top-down command and control leadership is a must. Should you disobey orders, you could put the lives of others in jeopardy and receive a severe reprimand.
“In the military we are always looking for ways to leverage up our forces. Having greater communications and command and control over your forces than your enemy has over his is a force multiplier.” Colin Powell (1937–2021)
Before the age of accountability, a child is far safer in an environment containing many command and control elements. Imagine what the lack of control could create in that little one! Ever heard the term, little monster? Not all command and control leadership is necessarily bad!
But watch with whom you use it. Your spouse, family, and friends seldom want to be led this way.
The downside of command and control leadership is it can dehumanize or infantilize people. It is not a good thing for a leader to see you as an object instead of valuing you as a person. Being objectified is never a good thing, and there is no excuse for one adult to treat another in such a way.
Seeing a person as an object usually shows up in three different ways. The person becomes viewed as:
- A vehicle to get things done
- An obstacle in their way
- Irrelevant and not valued
In other words, they see and treat you as just another cog in the wheel or as a means to get what they want. A person can become nothing more than a number in such an organization and are there to serve the master’s bidding. Doesn’t that sound a bit like slavery?
People-centered leadership
People-centered leadership includes leadership styles such as serving, collaborative, adaptive, transformative, affiliative, innovative, and others.
Wherever you find a high-performance organization, you find people-centered leadership and good interpersonal relationships. This leadership philosophy provides more freedom to people, valuing them as human beings who are teachable and capable and possess great potential. People-centered leadership is more about leading people as individuals rather than managing them as objects.
Read the wise words of a leadership expert considered by many the “The Dean of Leadership Gurus”:
“Good leaders make people feel that they’re at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the organization. When that happens people feel centered and that gives their work meaning.” Warren Bennis (1920–2014)
A tremendous volume of information is available about command and control and people-centered leadership. All you need to do is google either term, and you can read for hours about each leadership style.
Differences between the two
If you practice command and control leadership, it is all about you, what you want, and how you benefit. The same applies to the company that insists on this practice. People are nothing more than vehicles (tools to be used), obstacles (in the way), or irrelevant (do not matter) to getting what you want. While some exceptions may exist, you want what you want, and the only thing that matters to you is whether they help you get it or affect what you are after.
Command and control philosophies tend to create rigid, highly structured, harsh environments. A great deal of accountability with potentially dire consequences for failing is typical. Little forgiveness for failing exists.
“Our emerging workforce is not interested in command-and-control leadership. They don’t want to do things because I said so; they want to do things because they want to do them.” Irene Rosenfeld (1953-present)
People-centered leadership is all about others and not about you. You will see each person as valuable and able to contribute in a way you may not be able to. It’s about helping them be successful in their work. The more they succeed, the more you succeed.
People-centered leadership can be highly structured and still value the individual. Those who work in people-centered organizations have more control over the environment since less rigid, more flexible rules are the norm. The consequences of poor performance can be tough, yet they are more forgiving as they see people as people, not just as objects to serve a rigid do-or-die function. They see people as malleable and able to grow and overcome shortcomings.
“The growth and development of people is the highest calling of leadership.” Harvey S. Firestone (1868–1938)
Final thoughts
Today’s modern workplace and life are a world away from monarchs and war. Of these two fundamental leadership styles or philosophies, it is easy to guess which produces far greater results outside of the military. In business and life, people-oriented leadership always wins out over command and control. Always.
Consider this — if you work for yourself, which leadership style do you prefer? It isn’t a difficult choice. Choose your leadership style, and choose to work for or with those who practice your preferred style. Which kind of leader do you wish to be?
I leave you with this final bit of wisdom to challenge you. As a leader, treat not only others this way but yourself as well!
“Treat people as if they were what they ought to be and you may help them to become what they are capable of being.” Johann Wolfgang von Goethe (1749–1832)
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Bill Abbate Leadership Writer and Editor in ILLUMINATION
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