The Myth of The Great Leader
As a concept, leadership has been dissected and romanticised throughout history, becoming the focal point of countless books (yes, I wrote one 🤫), speeches, and training programs. Yet, beneath the polished surface lies a nuanced reality: leadership is not monolithic or static.
Leadership is complex, highly contextual, and rooted in adaptability. To understand this, it's essential to explore the myth of the "great leader" and recognise how subjective interpretations of leadership often obscure the true nature of effective leadership.
The myth of the great leader is pervasive in both popular culture and professional environments. It paints a picture of the leader as a heroic, larger-than-life figure who, by sheer force of will and exceptional talent, guides people to success. This idea, perpetuated by stories of titans like Alexander the Great and Winston Churchill or CEOs like Steve Jobs and Elon Musk, sets an unrealistic standard. It implies that leadership is an innate quality possessed by a select few, reinforcing the notion that great leaders are born, not made.
This narrative, while inspirational, is overly simplistic. It fails to account for the complexities of real-world leadership, which is far more collaborative and situational. When individuals or organisations latch onto this myth, they risk overlooking the diversity of leadership styles and the influence of context. The reality is that what is considered great leadership in one era, culture, or industry may not be effective—or even relevant—in another.
What do people expect of a leader?
The perception of leadership varies significantly based on individual and collective expectations. A charismatic leader may be seen as inspiring in one organisation but domineering in another. For instance, the same assertive leadership style that drives growth in a high-paced startup might alienate employees in a traditional, process-oriented corporation. This subjectivity highlights an important point: leadership has a variety of formulas.
Research shows that individuals assess leadership based on personal values, experiences, and desired outcomes. An employee who thrives under autonomy might value a leader who acts as a mentor, fostering innovation and self-directed work. Conversely, another employee might prefer a leader who provides clear direction and structure. The challenge for leaders is understanding these varying perspectives and adjusting their approaches accordingly. Those who work in this space, either as leaders or advisors and executive coaches, know how challenging it is to balance and get right.
Context is King
Context is one of the most significant yet underestimated factors in leadership. It encompasses the following elements:
Culture: The beliefs, values, and norms that define the organisation or community in which the leader operates. Culture shapes the expectations, behaviours, and interactions of those in that environment.
Goals: The objectives and desired outcomes the leader and their organisation or community are working towards. These goals can be short-term, long-term, or a combination of both, and they help provide direction and purpose.
Challenges: The obstacles, problems, or difficulties the leader and their organisation or community must navigate and overcome. These challenges can be internal (e.g., resource constraints, team dynamics) or external (e.g., market changes, political upheaval).
External Environment: The broader context outside the leader's immediate organisation or community, such as the economic, political, social, technological, and competitive landscape. This external environment can significantly impact the leader's decision-making and the success of their organisation or community.
During times of crisis, for instance, leaders are often called to exhibit decisiveness, resilience, and clarity, as evidenced during global events like economic downturns or the COVID-19 pandemic. However, in stable times, qualities such as collaboration, empathy, and long-term vision come to the fore.
Effective leaders recognise their context and adapt their approach to align with it. But we must go further still. Awareness of your environment (context) is a fruitless exercise if you cannot adapt and take appropriate action.
What is Adaptive Leadership?
Adaptive leadership, a theory introduced by Ronald Heifetz and Marty Linsky, emphasises the importance of pivoting strategies and behaviours based on the ever-changing landscape. This requires leaders to possess a keen sense of situational awareness and a willingness to step outside their comfort zones.
This ability to adapt is what separates competent leaders from exceptional ones. Adaptable leaders can navigate the complexities of shifting team dynamics, market conditions, socioeconomics and technological disruptions. Rather than clinging to a rigid playbook, they are fluid and embrace change, experiment with new strategies, and learn from both successes and failures. This flexibility also allows them to model resilience for their teams, fostering a culture where learning and growth are part of the organisational DNA.
An excellent example of adaptability in action is seen in leaders transitioning from hierarchical management styles to more collaborative, inclusive approaches. In the modern workplace, where diverse and multi-generational teams are common, leaders who adjust their strategies to engage employees meaningfully will reap rewards. This adaptability will require leaders to incorporate feedback loops, invest in team-building activities, or develop a coaching mindset.
To overcome the myth of great leadership, organisations and individuals must view leadership as a blend of art and science. More than charisma or vision is needed; leaders must continuously develop emotional awareness, learn from their environments, and maintain the humility to adapt when needed. Doing so demonstrates that leadership is not static but a fluid practice that evolves alongside challenges and opportunities.
