There has been some discussion of the so-called “leadership personality” in the air lately. It’s a subject we remain endlessly fascinated with as we continue to pursue the dream of becoming great leaders, ourselves; or, barring that, discovering how to reliably rear them for installation at the head of our organizations.
It doesn’t seem to matter to us that among the few classes of studies reliably repeated with confirming results is that which demonstrates clearly that there is no such thing: there, simply, is no leadership personality. There is no set of leadership characteristics – there may not even be a single characteristic shared by all of those that we have come to see as great leaders.
Here’s one way you can tell: When you read books that attempt to lay these out, pay attention to who they’re using as examples to illustrate each characteristic. Note how far through the list those examples survive. Think about why they may have disappeared as the author moved on to a new trait. Moreover, even as individual examples are being drawn of the importance of a particular leadership characteristic, try to think of some great individual leaders who may not have had that particular one.
I read a book like this that referenced the truly remarkable World War II commander, Field Marshal Montgomery, as a superb example of the sort of leader who could inspire a rugged, relentless loyalty that could persevere through the most trying times. But when this author moved on to the subject of humility, Montgomery’s name was not to be found.
There is a telling story about him that, while possibly apocryphal, is widely told even by those who knew him to illustrate a distinct feature of his personality. The occasion was shortly after the D-Day landings at Normandy. Montgomery was giving the sermon at a Sunday Service for his troops. Telling an Old Scripture story, he related:
. . . and the Lord said to Moses – and, I might add, quite rightly . . .”
I suppose it’s possible his troops were reassured by Montgomery’s endorsement of the veracity of the Lord’s advice, but I doubt if his seniors found that attitude particularly helpful. Nor was it likely much of a contributor to the general leadership environment in his unit, whatever other strengths it may have had.
Jodee Bock, author of You Already Know This Stuff, published a great piece a couple of days ago entitled The Proof is in the Pudding. While her take on the subject is directed at a slightly different object than mine, it is well worth a visit and being read in its own right, as well as with our topic, here, in mind.
Note in particular the key observation she makes when she says (and, I might add, quite rightly): “. . . if you really want to know how someone is doing, don’t ask that person – look at the results in his/her life.”
Indeed. And if you want to know how leadership in successful organizations works, pay more attention to what is being done, and less to the personalities of those doing, or directing, it.
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Today’s tip: You all will want to stop over to KnowHRBlog to read Frank Roche‘s post entitled 10 Ways to Know It’s Time to Dump your Consultant. Read it to the end – you’ll be glad you took the time.
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Technorati Tags: leadership, leaders, organization, leadership personality, leadership characteristic, World War II, commander, Field Marshal, Montgomery, loyalty, humility, D-Day, Normandy, Jodee Bock, Frank Roche
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