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Do We Always Need Leadership?

Posted on October 27, 2014 by James Scouller

Does a group or a firm always need leadership? The surprising answer is no and this short article explains why.

Let’s start with first principles: what do we mean by leadership?

Well, I define it as a process. To be more exact, the process of paying attention to four dimensions simultaneously: (1) Motivating Purpose (2) Task, Progress & Results (3) Group Unity and (4) Attention to Individuals.

Now it’s the first dimension, Motivating Purpose, that most concerns us here. You see, Motivating Purpose is the first building block of leadership because leadership can’t exist without a sense of shared destination. I say that because leadership, by definition, means leading and being led somewhere, which always involves direction and a destination (an objective or endgame or vision). Following this line of logic, leadership without a clear, commonly held, motivating purpose isn’t leadership.

So if heading up a group or a firm without a real motivating purpose isn’t leadership, what is it? My word for it is stewardship.

Stewardship is the art of making the best of current conditions, of solving immediate problems, of good administration. Able stewards cut costs, improve efficiency and solve problems, but they don’t move people or the group forward. To be clear, I’m not criticising people who act as stewards rather than leaders as their role is valid. I’m merely pointing out that what they’re offering isn’t leadership. For if the group or company is going nowhere, if there’s no shared motivating purpose, no sense of destination; leadership is absent.

With this in mind, the point I’m coming to is this: if (1) the situation doesn’t demand innovation or change in people’s attitudes or behaviour and (2), the shareholders, directors, customers and employees are happy with a “more of the same” stewardship approach, then leadership isn’t essential. Stewardship will do. It’s as simple as that.

Now you might be wondering: what groups or organisations (and their stakeholders) wouldn’t demand innovation or change? Well, consider the board of trustees of a small charity. They may feel that a “steady as you go” approach is enough; that all they need to do is keep an eye on the organisation’s efficiency and ethics.

The only trouble is, stewardship in a business context will usually see a firm gradually fossilise and when it does it’ll be outmanoeuvred by competitors. Or instead, if the firm carries on as before and customer behaviour changes (as it always does in time) it will eventually be caught out. But in the short term, stewardship may be all that’s needed.

Please don’t misunderstand me, I’m not recommending stewardship over leadership; just pointing out that not everyone wants, welcomes or needs leadership all the time.

 

The author is James Scouller, an executive coach. His book, The Three Levels of Leadership: How to Develop Your Leadership Presence, Knowhow and Skill, was published in May 2011. You can learn more about it at www.three-levels-of-leadership.com. If you want to see its reviews, click here: leadership book reviews. If you want to know where to buy it, click HERE. You can read more about his executive coaching services at The Scouller Partnership’s website.

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