Management And Leadership Are Not A Style

For over three decades, I have been given numerous explanations by multiple individuals in positions of organizational leadership, as to why they did or did not do a specific thing. One of the most intriguing aspects of consulting is that it provides one with the opportunity to actually sit back and impartially view "leaders" in situations where one is not directly involved. It provides the consultant with the ability, therefore, to objectively and impartially evaluate performance, action or inaction, and results.

While no two "leaders" handle situations in precisely the same manner, there are certain basics and/or fundamentals that are musts to be an effective leader. The vast majority of the greatest blunders I have ever observed in these three decades are "leaders" who continuously fail to take decisive action, yet will consistently explain away their reasons for their inaction. However, to me, the least acceptable explanation that I can be given explaining either acting or not acting is when the "leader" uses expressions, like, "It's not my style," or "It's not my leadership style," or "I have a different style of leading." Management and leadership is not about one's style, but about vision, action planning, decision making and decisiveness, and ethical and moral behavior. Invariably, when I have heard someone in that position explain something as a matter of style, I know that they are not at all effective.

Speaking about style would indicate a belief that popularity is one of the most effective traits of leadership. While popularity may be a politically advantageous asset, it is often the antithesis of leadership, because one should not govern to be popular, but to be effective.

Far too many people who ascend to officer positions in an organization end up clearly demonstrating the "Peter Principle," which, of course, is that each and every person ascends to their own level of incompetency. Unfortunately, since so few organizations have anything resembling effective leadership training, very few volunteers who ascend to positions of responsibility are adequately prepared for the vigors, or requirements of these positions. Until organizations demonstrate a willingness to commit to professional training for the leaders and potential, future leaders, the situation will continue, and ill-prepared individuals will continue to speak in terms of style.