Many Who Call Themselves “Leaders” Misunderstand the True Essence of Leadership!

Beyond Titles and Authority: Authentic Leadership

A senior executive told me that he wanted to speak like a leader. He felt he wasn’t taken seriously because he wasn’t speaking in a manner that a leader should talk.

As I probed further, I found out that he believed a leader should be able to speak with an air of authority, project confidence, and use certain types of words and phrases, among other things.

I was working with a group of managers to help them improve their leadership competencies, as spelt out by their organisation. Some of these competencies relate to their task responsibilities, while others concern people. The problem, as I discovered, was that most of these managers were so overwhelmed with their task responsibilities that they had no time to think about their people-related responsibilities.

One of them told me that he found it challenging to work on people-related responsibilities because his supervisors and those further up the hierarchy do not do them. Another one told me their performances were judged by how well they fulfilled their task responsibilities. While she wanted to motivate and inspire her people, she was more concerned about her KPIs.

Despite this, the organisation still referred to these managers as “leaders” and anticipated them to embody such a role.

It is evident that the senior executive, the group of managers, and their organisation have different ideas about what “leadership” really means.

The Problem of “Leadership”

In today’s fast-paced, results-driven world, the terms “leader” and “leadership” are often used with little regard for their true meaning.

Some people use the words “leader” and “manager” interchangeably, while others clearly distinguish between the two. Many consider anyone in charge, in a position of authority or influence, or has some titles to be a “leader”. Daily, in the news or on social media, we read about “leaders” doing things in various contexts. There seems to be an understanding that someone is a “leader” if they are in some authority position, regardless of what they do or how they behave!

It doesn’t help that there are myriad definitions and competency models of “leadership.” While some of these definitions or models promote a better understanding of “leadership,” others present incomplete or misleading pictures. (For example, “Leadership is getting things done through other people.”)

The truth is, many who call themselves leaders have fundamentally misunderstood the essence of Leadership!

Today’s leaders have a lot on their plate. They have to juggle expectations, demands (sometimes competing demands), and responsibilities.

To be an authentic leader, however, requires an understanding of the true essence of Leadership so that the leader may focus on what is truly important and impactful.

What Leadership is Not

A leader might be responsible for many things, but not everything is part of the essence of authentic leadership.

Leadership is not about tasks!

This is one of the most common misconceptions about leadership, where leaders see accomplishing goals as their primary responsibility.

A manager I worked with told me that he believed he needed to inspire and motivate his team. However, when push comes to shove, his priority is still accomplishing the tasks that the team is responsible for. The problem was that his team was discouraged and stressed out while he focused on the tasks, turnover was high, and he had difficulties retaining people!

While a leader might need to accomplish things, the tasks should not be the primary focus. The person who prioritises tasks is a taskmaster, not a leader.

Leadership is not about control, power, or authority!

This is another common misconception: leadership is equated with power, authority, or control.

On the one hand, there are people who call themselves leaders with the intention of amassing or wielding power. On the other hand, those in a position of power or authority are ascribed the title of “leader” (sometimes “great leader”) by others.

I worked with a senior executive who had to deal with his company’s CEO, who insisted he had the right to do anything he wanted because, in his own words, “I am the leader!” The CEO’s behaviour made life difficult for people in the company and made managers and employees feel disempowered.

While leaders occasionally need to exercise power or authority when necessary, emphasising control and power goes against authentic leadership. If we call a spade a spade, those who seek or prioritise power and control are not leaders, but dictators!

Leadership is not about expertise!

Many people expect leaders to have all the answers, and many in leadership roles feel that they need to have all the answers. Such expectations are unhealthy over-reliance on the leader. Those who think they need to have all the answers either create unnecessary pressure on themselves if they don’t have all the answers or become prideful if they have more answers than their people.

I have seen people get into leadership roles because of their expertise but make a mess of the team they are supposed to lead. I have also worked with managers who prefer to get things done personally because they could do it better instead of empowering their people to get things done.

In reality, no one can have all the answers. While leaders occasionally need to have some of the answers, emphasising expertise is unhealthy for the leader and disempowering for their people.

Leadership is not self-serving!

In our increasingly messed-up world, we often hear about people in leadership roles who amass a fortune for themselves, do whatever they can to keep themselves in power, are interested only in their own agenda or advancements, or behave in ways without consideration for others. These people, who were either ascribed the title of “leader” or proclaimed themselves “leaders”, are primarily concerned with their own gains or benefits. (I am sure you can immediately think of some “leaders” in this category.)

Leaders need to take care of themselves because if they don’t, they will soon be unable to lead! But being self-serving goes against the essence of authentic leadership. They might be narcissists, exploiters, manipulators, or even cult figureheads, but they are not leaders!

Other misconceptions

There are many other things commonly associated with a leader but are not what leadership is about:

• Charisma: A typical picture of a leader is one with charisma, who speaks eloquently or has an air that commands respect. While a leader might benefit from these qualities, people with those qualities are not necessarily good leaders.
• Position or title: An authentic leader exists with or without a position or title because leadership can be found in many different contexts, not just in a hierarchy.
• Making decisions, strategising, making profits, etc.: Similarly, being able to make decisions, plan and strategise, or run a good business does not make one a good leader.

“An authentic leader inspires and empowers others to work collaboratively towards a shared purpose and goals, leading to a better future.”

Authentic Leadership

Leadership is primarily concerned with people and purpose.

An authentic leader inspires and empowers others to work collaboratively towards a shared purpose and goals, leading to a better future.

An authentic leader is selfless (contrary to what some people believe, being selfless is not “don’t think about self” but “think less about self”) and does not act in a self-serving manner.

An authentic leader empowers others and draws out their potential so that they can contribute to the shared purpose. They elevate others and develop more leaders. They understand that “all of us is better than one of us” and “getting smarter together is better than being smart alone!”

An authentic leader influences people towards a better future, one that is constructive and not destructive. They inspire hope and optimism, not negativity.

To lead well, an authentic leader must be grounded in character and live by positive core values and principles such as integrity and empathy. As a wise sage once said, “Above all else, guard your heart, for everything you do flows from it.” Without character, values, and principles, a person will lead others astray.

Towards Authentic Leadership

A misunderstanding of the essence of leadership has real consequences. Groups, organisations, societies, and countries end up in trouble because those who are supposed to be leaders (or called to lead) have a warped understanding of “leadership”!

The world needs many kinds of people, including captains, directors, strategists, kings, rulers, politicians, influencers, etc. We have an overabundance (and could use less) of dictators, exploiters, or manipulators. If we want the world to be a better place, we will need many more authentic leaders.

Would you be one?

What about you?

What is your understanding of “Leadership”?

How can you become an authentic leader?