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Leadership, a matter for all

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Leadership, a matter for all

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Agora #93
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In a constantly changing world, with many and complex challenges, leadership is essential to ensure the success and fulfilment of individuals and organisations.

Leadership is a fundamental and complex concept that transcends professional, social, and political fields. This key issue shapes human relations, organisations, and society in general. In a constantly changing world, with many and complex challenges, leadership is essential to ensure the success and fulfilment of individuals and organisations.

Leadership is a matter for everyone, as it can express itself at different levels and in different contexts. Whether in family, voluntary, professional, or political settings, everyone can develop and assert their leadership by exerting a positive influence on their entourage at any level: everyone can contribute to the emergence of effective and visionary leaders. This means, for example, conveying values, listening, harnessing talent, taking responsibility, and considering the needs and expectations of others.

Leadership is a key and constant issue that deserves to be studied, developed, and valued. It is our collective responsibility to nurture leaders who can meet the challenges of our times and contribute to the fulfilment of everyone, fostering collaboration and innovation, first through our knowledge and then through our actions.

What is leadership?

Although the definition itself has been the subject of numerous works, I propose that you keep it: leadership is the ability of a person to influence, guide and motivate a group or organisation towards common objectives. It involves making decisions, communicating effectively, managing resources and relations, and building trust and respect. A good leader is able to mobilise energy, create a shared vision and give meaning to the group’s actions. Whether you are a business, service, project, team member, parent or member of any group, leadership is a talent to develop as it is seen as a key success factor for any organisation at large.

Leadership, beyond its importance for organisations, also extends to the concept of a project and, in this sense, requires constant rehabilitation. Indeed, projects are at the heart of modern life and often involve a variety of stakeholders, changing objectives and unexpected challenges. In this context, leadership needs to be flexible and proactive to ensure the success and relevance of the project to current needs.

In a project, leadership must be able to bring together the various actors around a common vision while considering the specificities and expectations of each. This requires the ability to communicate effectively, listen to and understand different perspectives, resolve conflicts, and negotiate compromises. Leadership must also be able to adapt to unforeseen circumstances and adjust the strategy in line with new information and developments in the context.

Moreover, leadership in projects must be focused on creativity and innovation, as projects are often areas for experimenting and seeking innovative solutions. The leader should encourage calculated risk taking, questioning received ideas and interdisciplinary collaboration to foster the emergence of new ideas and approaches.

Finally, leadership in projects must be firmly geared towards learning and continuous improvement. The leader must be able to identify the strengths and weaknesses of projects, learn from successes and failures, and put in place corrective actions to improve the performance and satisfaction of stakeholders, including himself.

In short, leadership in projects requires a dynamic and flexible approach that adapts to the changing context and the needs of the involved actors. It should bring together energy around a common vision, foster innovation, and learning, and ensure the success and quality of the project. It is no longer a question of obtaining fixed skills with the aim of inspiring at a given time, but of developing a way of living…

Evolution

Leadership has evolved due to several factors: technological advances, social and cultural changes, and the growing complexity of organisations. There is a lot of literature on the subject. This article does not purport to provide an exhaustive overview of its evolution.

However, in his book Reinventing organisations, la version résumée et illustrée du livre phénomène qui invite à repenser le management, Frédéric Laloux gives us an interesting caricature of the evolution of organisational models: the impulsive model, the traditional model, the success (or meritocrat) model and the pluralistic model. Finally, he invited us to look at what is said to be an evolving model.

Each of the 4 original models created a type of leadership:

1. The hierarchical leadership.

The hierarchical leadership, also known as traditional or authoritarian leadership, is a leadership style based on a vertical power structure and a clearly defined hierarchy. In this type of leadership, the leader exercises his authority and takes decisions unilaterally, based on his or her status or position. Team members have a more passive role and are expected to follow the leader’s guidance without questioning his authority. The characteristics of the model shall include:

  1. Vertical power structure: Leaders have decision-making and control power over team members, who have a more subordinate role.
  2. Unilateral decision-making: Leaders make decisions without consulting team members and expect them to implement them.
  3. Top-down communication: Information flows mainly from top down, which may limit the circulation of ideas and the needs of team members.
  4. Clear roles and responsibilities: Each person has a specific role and well-defined responsibilities, which can foster efficiency and specialisation, but also limit creativity and innovation.
  5. Controls and surveillance: The leaders monitor and monitor the activities of the team members to ensure that the objectives are met and that the guidelines are complied with.

Hierarchical leadership can be effective in certain situations, such as when swift and firm decisions are needed, or when team members need clear leadership and a structured framework. However, this style of leadership can also limit the creativity, commitment, and motivation of team members, who may feel less involved in the organisation’s decisions and objectives.

2. The traditional leader

A traditional leader is an individual who exercises influence and authority over a group of people, usually by holding a position of leadership or responsibility within an organisation. This type of leadership is characterised by principles and values rooted in a specific tradition or culture and tends to be more hierarchical and directional. The following are some key features of a traditional leader:

  1. Authority: traditional leaders usually have a position or status that gives them natural authority over the members of their group. This authority allows them to give instructions, take decisions and be obscured without discussion.
  2. Eyesight: a traditional leader often has a clear vision of the objectives to be achieved and the means to achieve them. He communicates this vision to his staff and guides them in carrying out the tasks.
  3. Control: traditional leaders tend to exercise strict control over their teams, closely monitoring the actions and ensuring that the objectives are met. They expect their staff to carry out the tasks accurately and in accordance with the directives.
  4. Responsibility: a traditional leader takes overall responsibility for the results achieved by his team and is held responsible for the success or failure of the project. They must report to their superiors and may be rewarded or sanctioned according to performance.
  5. Formality: traditional leaders follow established rules and procedures and expect their collaborators to do the same. They favour compliance with hierarchies and protocols, considering that this contributes to the stability and cohesion of the organisation.
  6. Line management: Traditional leadership is often based on a rigid hierarchical structure, where decisions are taken by the highest-placed people, and orders are passed down. Staff are encouraged to follow instructions and respect hierarchy.

In short, a traditional leader is usually an individual who holds a position of power in an organisation and exercises its authority in a formal and hierarchical manner, based on established principles and values.

3. The successful or meritocrate leader

Meritocratic leadership is a leadership style based on individual merit, competence, and performance, rather than on hierarchical position or status. In this type of leadership, decisions and responsibilities are allocated according to the competencies and results of the team members, regardless of their rank or hierarchical level. Its characteristics include:

  1. Equal opportunities: team members are assessed based on their skills and performance, regardless of their status or position.
  2. Merit and competence: decisions and responsibilities are allocated according to merit and competence, thus fostering the recognition and motivation of the team members.
  3. Individual empowerment: team members are accountable for their results and objectives, which can stimulate performance and innovation.
  4. Collaboration and knowledge sharing: team members are encouraged to share knowledge and skills, fostering learning and individual and collective growth.
  5. Evolution and mobility: team members can progress and evolve according to their skills and performance, which can foster talent retention and motivation.

Meritocratic leadership can be effective in creating a stimulating and motivating working environment, where team members are recognised for their skills and performance. However, it can also generate competition and pressure, which can undermine team cohesion and organisational culture. In addition, meritocratic leadership can be influenced by subjective factors, such as prejudice or personal relationships, which can limit equal opportunities and recognition of merit.

4. The pluralist leader

Pluralistic leadership is a leadership style that recognises and values the diversity of opinions, experiences and skills within a team or organisation. In this type of leadership, decisions and actions are the result of dialogue and collaboration between members, who are encouraged to share their ideas and actively participate in decision-making processes. Its characteristics combine:

  1. Listening and dialogue: leaders listen to and engage with team members to understand their needs, ideas, and concerns.
  2. Collaboration and participation: team members are encouraged to actively participate in decision-making processes and contribute to problem-solving.
  3. Diversity and inclusion: leaders value the diversity of opinions, experiences, and skills, and strive to create an inclusive environment in which everyone can express themselves and be heard.
  4. Adaptability and flexibility: leaders are open to change and evolution and are ready to adjust their decisions and strategies to the feedback and proposals of the team members.
  5. Collective responsibility: team members are collectively responsible for decisions and actions, fostering team engagement and cohesion.

Pluralistic leadership can be effective in creating an environment of collaboration and innovation, where team members are valued and listened to. However, it can be more complex and time-consuming to implement than other leadership styles, as it requires dialogue and active involvement of team members, as well as the ability to manage conflicts and differences of opinion. Moreover, pluralistic leadership can also be influenced by cultural or organisational factors, which may limit the expression and consideration of individual ideas.

5. The evolving leader

Evolving leadership is a style of leadership that adapts to environmental changes and challenges, integrating new ideas, skills and approaches. In this type of leadership, leaders listen to team members’ needs and aspirations and can adapt quickly to new situations and opportunities. Its characteristics are:

  1. Adaptability and agility: leaders are open to evolve and change and are able to adapt quickly to new situations and opportunities.
  2. Listening and dialogue: leaders listen to and engage with team members to understand their needs, ideas, and concerns.
  3. Innovation and creativity: leaders encourage innovation and creativity, proposing new ideas and experimenting with new approaches.
  4. Learning and development: leaders value learning and development, supporting team members in their personal and professional growth.
  5. Vision and strategy: leaders have a long-term vision and a clear strategy, considering the changes and challenges of the environment.

Evolving leadership can be effective in creating an environment for growth and innovation, where team members are encouraged to adapt and evolve. However, it can be more complex and demanding than other leadership styles, as it requires the ability to anticipate and manage change, as well as flexibility and open-mindedness to integrate new ideas and skills. Moreover, it may also be influenced by organisational or cultural factors that may limit adaptation and creativity.

We can imagine these different models as every step needed to develop the next one (with its strengths to be kept and its weaknesses to be evacuated) in a constant trend. Is it not the aim of each undertaking or project: its development?

Barriers to leadership

Possible barriers to leadership include:

  1. Unclear vision: if the vision is not clearly defined, team members may find it difficult to understand the objectives and priorities, which may hamper progress.
  2. Poor communication: ineffective or insufficient communication can lead to misunderstandings, conflicts, and a loss of motivation among team members.
  3. Mismanagement of resources: if resources (human, financial, material) are not used optimally, this can be detrimental to the development and growth of the enterprise.
  4. Lack of trust: if team members do not trust the leader or among themselves, this can create tensions and resistance to innovation and change.
  5. Resistance to change: individuals and organisations can be reluctant to change, which can hinder the development of new ideas and strategies to improve business.
  6. Competition: competition in the sector can be a major barrier, requiring constant adaptation and innovation to remain competitive.
  7. Economic uncertainty: economic fluctuations can affect the performance of the company and make decision-making more difficult for the leader.
  8. Lack of support: if the leader is not supported by his superiors, partners or investors, this may weaken his or her position and ability to manage the business.
  9. Lack of motivation: if the leader or members of the team lack motivation, this can reduce their commitment and productivity.
  10. Interpersonal problems: personal conflicts or interpersonal problems between team members can affect the smooth running of the business.

I would like to challenge finding a single human being who is not a leader or who is not subject to the leadership of another human being. Moreover, as it is an unfrozen question, it arises in the everyday life of all of us.

I invite us to take a moment to reflect on some of the following leadership roles (bearing in mind the obstacles set out above):

  • Head of State or Government
  • Member of a company or of a State
  • Director-General (or Director)
  • Head of Unit (or Service)
  • A member of a team, department or organisation
  • Parent
  • Family member (and I think particularly about adolescents and young adults)
  • Child

Perhaps we combine several of these roles, making the challenges and the scale of the task even more important and relevant.

Positioning choice – a compassionate and respectful exercise

After this non-exhaustive presentation of the qualities that the leader is supposed to develop and the obstacles that arise against this role in one’s organisation or project, the question can be asked who is able to develop all these qualities… What weight! What responsibility is placed on everyone’s shoulders. Recognising it is the first step towards sympathy and respect. These attitudes are to be developed first and foremost towards oneself – because nobody is able to give what he does not have – and then towards others. It is about the success of our businesses, at individual and collective levels, whatever it may be.

Post-scriptum – and in the EU?

  • In terms of the recruitment of leaders:

The EU Competency Framework, adopted by the European Commission in 2013, details the key competences required by the EU institutions and agencies. It was amended in 2023 to introduce a new concept: “the Intrapreneurship”. The latter is a faithful and fair replacement according to this article of the leadership competency. In fact, incoming colleagues are assessed on their ability to become future leaders in the institutions.

  • At the level of leaders’ training:

There is no training of leaders in the EU as such. Training in certain leadership skills is offered outsourced or for a very limited number of European officials (already part of management). Although the Strategic Plan 2020-2024 mentions that being a leader is in “our values”, the incomplete offer therefore concerns only a minority.

It has to be admitted that for a European Union that wants to be educative and pioneering, it has become rather poor to develop itself. How can greater collaboration between categories of staff be imagined when the training offer, even when divided into leadership skills, is limited according to professional ‘classes’?

J.L

About The Author

J.L. are the initials of an anonymous author, in service with the European Commission since the late 2000s (and a member of Union Syndicale Brussels since the first half of the 2010s). He does not wish his name to be quoted, and we respect his choice.

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