The Mysterious Birth of a Leader
The mystique surrounding leadership is demystified when one recognizes the characteristics and traits of a healthy leader, and the symbiotic relationship a leader has with its organization. A disordered, unhealthy leader fosters a chaotic, fragmented, or rigid culture that cultivates a dysfunctional system. Similarly, a workplace is successful when it fosters a healthy environment for an individual: “…what makes an organization an exciting, vibrant, and satisfying place to work is by looking at what makes for a well-functioning individual”.[1] I will address healthy leader characteristics and the organizations that are a result of their leadership. Secondly, I will address the unhealthy leader, the mystique of their success and how people follow them.
Healthy leaders come on a spectrum. Jim Collins in Good to Great classified leaders on levels, with the Level 5 leaders being the optimum leader.[2] Friedman in Failure of Nerve identified successful, mature leaders as self-differentiated, operating with a strong sense of self.[3] Other authors have also coined the phrase of “servant leader” as being the one who serves the need of his/her workers and creates a successful leadership. Throughout the leadership books, there are some resounding themes and characteristics of a great leader:
- high EQ
- visionary
- service oriented
- puts the needs of the company above their own
- has a strong sense of self
- charismatic, albeit not always very noticeable
- humble and insightful of their weakness
- operates well in their strengths
- leads versus manages people
- balanced living
- life-long learners
Organizations led by these leaders experience a nurturing culture where they are valued as individuals, yet equipped and motivated to meet the goals of the whole organization. The mission and vision are clearly stated and lived out, as each person is clearly aware of their valued role and are encouraged to contribute to the betterment of the whole. A machine with many moving parts, but working together to live out its’ designed purpose, while being led by a charismatic leader so contagious and visionary, they can’t help but follow him/her. The workers experience emotional safety with the confidence of the leader as he/she is nurturing a culture of acceptance, clarity, and togetherness while mixing in some fun to boost morale and give a sense of identity to the organization.
My best experience with a healthy, dynamic leader was a principal I worked for, Mr. Sharpe. He was a charismatic, visionary and had great success reforming Christian schools. He was known for turning a struggling school around in just a few short years, then moving to another school, and repeating the process. He was very relational and made a point to spiritually inspire us each day with a short, spiritual thought. As he gave us daily instructions, he also gave us affirmation as he publically complimented a teacher for his or her work. He fostered a positive, collaborative community among the teachers by encouraging us to go to one another for support and help. When a crisis arose, he was calm, kind, and reassuring and never appeared upset with difficult people or circumstances.
In addition to his reassuring leadership style, he had a clear focus and vision for the school that delivered amazing results in a shockingly short period of time. The 5 C’s of Change: concern, confrontation, clarification, crystallization, and change,[4] reminded me of how he navigated change and the grieving process that often accompanied it. He empowered and led versus micro-managed and hovered over the teachers. My favorite part about him was his impeccable dress, usually a suit or professional attire, but always accented with a cartoon character tie. This invited an instant fun mood as staff, kids, and parents eagerly engaged with him. How can you be cranky with someone wearing a “Bugs Bunny” tie? Mr. Sharpe lived up to his name as he led in a sharp, classy, and fun way that delivered terrific results. He was a pleasure to follow as you felt like you were working with him instead of for him, apart of a team, and doing something valuable.
In stark contrast, I had another principal that I will refer to as “Ms. Jones”. If I had to diagnose her, it would have to be a “cluster” of personality disorders. Histrionic and cyclothymic, with a touch of narcissism, complete with the defenses that accompany all of these disorders.[5] Splitting, projection, displacement, and reaction formation were the obvious defenses of choice. If you can keep a person confused, you can keep them controlled, and she was constantly throwing kids, parents, and staff off-balance with her shrieks, accusations, and shaming statements. Triangulation was her tool of choice, as you were never quite sure what she was saying to a parent or staff about you. It was such a hostile and aggressive environment to work in, yet we managed to have a relationship, as she referred to me privately as “her favorite”- classic splitting behavior. Ironically, through humor, firm boundaries, and affirmation I was able to establish an enjoyable, albeit volatile, relationship with her.
My eternal question: how do these people get into leadership, and more importantly, why do people follow them? When we can follow great leaders, or be great leaders, why do we follow leaders who lead with fear and intimidation? For me, this is the mystique of leadership.
[1] Manfred Kets De Vries, The Leadership Mystique, (Edinburgh Gate, 2001), 246.
[2] Jim Collins, Good to Great: Why Some Companies Make the Leap–and Others Don’t, (Boulder, CO: Harper Collins, 2001), 662, Kindle.
[3] Edwin H. Friedman, A Failure of Nerve: Leadership in the Age of the Quick Fix, (Seabury, NY: Church Publishing Inc, 2007), 3336, Kindle.
[4] De Vries, The Leadership Mystique, 139.
About the Author
Jennifer Dean-Hill
6 responses to “The Mysterious Birth of a Leader”
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“When we can follow great leaders, or be great leaders, why do we follow leaders who lead with fear and intimidation?”
Isn’t that a great question!
Two reasons come to my mind right now, based on some of my past experiences. One reason is that some of these leadership characteristics are not initially identified when we accept a new job, but only emerge after a time. Another reason might be that a new leader with poor leadership skills is brought into the workplace where you already are. How they were selected in the first place is a mystery, except perhaps by exuding a charismatic personality.
It sounds like Mr. Sharpe had the 4 H’s too – Hope, Humanity, Humility, and Humor!!
What a perfect example!
Yes, and we can all think of the ‘Ms. Jones’s’ in our lives too. I guess they teach us how NOT to behave.
You ask a good question. I have often wondered why so many people drank the Kool-aid. Are the leaders consciously taking advantage of the people who have put their trust in them? How do you deal with that ‘rot’ or ‘poison’?
“My eternal question: how do these people get into leadership?”
I find the area of education fascinating. (I am married to an educator). On one hand, I have never met a college student majoring in education that was not kind, generous, and hard working. Yet, our public schools are filled with a good number of teachers who are bitter, angry and dysfunctional. The change is stark.
Your question as to how these people are selected is based sometimes on emotion or immediate need. Remember the statement “better than nothing”.
What a blessing it must have been to serve with such a great leader as the high school principal that you mentioned. I too have the same eternal question: How do such poor leaders get into leadership in the first place? Could it be, good networking, strong personality, in the right spot at the right time, poor vetting, unable to handle the pressure, fear of failure? Quoting my mother, “that may be one of those questions that we won’t have the answer to until we get to heaven.” Enjoyed your post Jenn!
” how do these people get into leadership, and more importantly, why do people follow them? ”
Jen I believe that it is because it has become socially acceptable to lead in this manner. Many leaders are praised for this form of leadership. It is seen as strong and solid. Unfortunately, we know that this is not a sustainable form of leadership. It leads an organization futher away from long term success. People follow what is popular and familiar. That is why they will follow someone like this even knowing that they are unhealthy.