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SpinDistribute.com Article Directory

The following article was published in our article directory on November 7, 2016.
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How Narrow Is Your Company's Definition of Leadership?

Article Category: Leadership

Author Name: Lee Werrell

It's an exceptional feeling whenever you are vindicated with regard to your convictions by having scholarly verification that is truly fully independent.

With analysis published by the Institute for Corporate Productivity (ic4p), there is now empirical evidence that the idea of "leadership is not a title; it is an attitude", a little something I have indeed been advocating to providers for several years, is an essential factor in creating what ic4p calls High-Performing organisations.

The research report "Next Practices for Global-Minded Organizations", offers four next techniques that providers seeking to develop into leaders in the international market must do.

Practice # 1 is to specify leaders by influence, instead of organisation diagrams. We most probably all recall Sgt Bilko, who had more power over the battalion in comparison to the Colonel simply because he had the influence and access to supplies in order to help him obtain his way. Despite the fact that this was fiction and a poke at the nonsensical truth that prevailed across most organisations, it demonstrates that anyone can be a leader, especially not just (or even) people who have an official leadership title. Doubters will argue that "It's all well and good to say that anybody can be a leader, but how does that play out in real life in everyday companies across the globe?" Show me the evidence that this matters. Consider this research finding:

There really is a correlation between the way a provider defines leadership and its market performance

According to the research, providers who answered the survey along with a narrow definition of leadership, stating that our organisation defines leadership 'at the Vice president/Departmental Head level or above', had a damaging relationship to market performance. Companies with this narrowest leadership meaning had the lowest market performance of the 1,200 survey respondents.

It's interesting to take into account that company strategists, authors, business specialists and business gurus have been advocating the flattening of the hierarchy for over two decades. I consider that these research outcomes as evidence that we are finally, although, slowly and gradually getting traction on a truly topsy-turvy industry. More and more, though, providers are starting to regard leadership as an attribute, rather than a role description. Who are the people who generate new ideas in the company? Who are generally the motivators? Who do others look to the minute things misfire? Those individuals are leaders, no matter their position.

This then produces an ethical dimension, of making sure that the people you have or grow into leadership positions are of the correct character, synergistic to your culture and unquestionable agents of exactly what your represent.

What do you feel? How does your organisation define leadership, by label or by the capacity to influence? Status or capability?

Compliance Consultant also help with strategy, succession planning, company growth and leadership training.

Keywords: strategy, succession planning, company growth and leadership training

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