All problems are leadership problems — but why?
Leadership is one of humanity’s oldest and most important skills. But could all problems in an organisation ultimately be leadership problems? That idea may meet resistance, yet it also offers a significant opportunity for development.
Leadership through the lens of different disciplines:
Leadership involves more than administration or decision-making. It brings together psychology, sociology, systems thinking and philosophy. Consider these different perspectives:
*The psychological perspective: people bring their inner world to work. Being seen, heard and valued is a basic human need (Goleman, 2017). A leader’s task is to understand what motivates employees and how their experiences affect their behaviour.
*The sociological perspective: workplaces are ecosystems. Organisational culture and group dynamics influence how well people can work together (Schein, 2016). If one team member is struggling, it may be a sign of wider structural problems.
*Systems thinking: problems do not exist in isolation. Systems thinking holds that every part affects the whole (Meadows, 2008). For example, a decline in someone’s ability to cope at work affects the individual, the team’s performance and the working atmosphere.
*The philosophical perspective: a leader’s responsibility is an ethical question. Leadership always involves a choice of values: do you treat people as means to an end or as individuals with intrinsic worth? Values-based leadership is both a moral issue and a factor affecting productivity (Brown, Treviño & Harrison, 2005).
Lessons in winning and failure from sport
Sport offers useful analogies for leadership. A poor coach, for example, blames a player for a mistake, while a good coach helps the player understand what they could do better. The same applies at work: a good leader supports learning and development as well as monitoring performance.
People are whole individuals, and leaders should recognise that
Wellbeing is built on a balance between work, health and life outside work. When one of these suffers, the effects also show up in the workplace.
Exercise: Ask your employees:
- How are you feeling at the moment?
- What excites you about your work?
- What support would help you succeed?
Small gestures can have a significant effect on wellbeing at work.
When there are many people to lead
In a large organisation, it is impossible for a leader to connect personally with every employee. Systematic practices can help:
- Regular development conversations
- Anonymous feedback surveys
- Clarifying the organisation’s values
You cannot save everyone, and recognising that is part of leadership
If an employee is in the wrong role or unable to fulfil their responsibilities, a leader’s task is to help them find solutions, such as further training, changes to their job or a new career path. When these matters are addressed honestly and respectfully, everyone benefits.
Leadership is continuous growth
Leadership is a learning process. Every problem offers an opportunity to develop yourself and the organisation. A good leader looks for solutions rather than someone to blame.
References:
- Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective.
- Goleman, D. (2017). Leadership: The Power of Emotional Intelligence.
- Meadows, D. (2008). Thinking in Systems: A Primer.
- Schein, E. H. (2016). Organizational Culture and Leadership.