How we change what others think, feel, believe and do
Trait-centred Leadership vs. Servant Leadership
Guest articles > Trait-centred Leadership vs. Servant Leadership
by: Sharon Drew Morgen
I’m a dancer. When I studied the Argentine Tango there was a foundational rule that I believe is true for all leaders: The leader opens the door for the follower to pass through, and the leader then follows. If anyone notices the leader, he’s not doing his job. The goal is to showcase the follower.
Much of what is written about leadership falls into the category I call ‘trait-centered leadership’: someone deemed ‘at the top’ who uses his/her personality, influence, and charisma to inspire and give followers – possibly not ready for change – a convincing reason to follow an agenda set by the leader or the leader’s boss. Sounds to me like a mixture of Jack Welch, Moses, and Justin Bieber.
What if the leader’s goal overrides the mental models, beliefs or historic experiences of the followers, or the change is pushed against the follower’s values, and resistance ensues? What if the leader uses his/her personality as the reason a follower should change? Or has a great message and incongruent skills? Or charisma and no integrity? Adolf Hitler, after all, was the most charismatic leader in modern history.
IF YOU CAN’T FOLLOW, YOU CAN’T LEAD
Whether it’s for a group that needs to perform a new task, or someone seeking heightened outcomes, the role of leadership is to
It demands humility and authenticity. It’s other-centered and devoid of ego, similar to a simple flashlight that merely lights the existent path, enabling followers to discover their own excellence within the context of the change sought. It’s an inside job.
Being inspirational, or a good influencer with presence and empathy, merely enlists those whose beliefs and unconscious mental models are already predisposed to the change, and omits, or gets resistance from, those who should be part of the change but whose mental models don’t align.
This form of leadership has pluses and minuses.
Do you want to lead through influence, presence, charisma, or rationality? Or facilitate the unique path to congruent change? Do you want people to see you as a guide? Or teach them how to congruently move beyond their status quo and discover their own route to excellence – with you as a GPS system? Do you want to lead? Or enable real change? They are opposite constructs.
POWER VS. FORCE
Here are some differences in beliefs between trait-centered leadership and more facilitative leadership:
Real change happens at the belief level. Attempting to change behaviors without helping people change their beliefs first meets with resistance: the proposed change pushes against the status quo regardless of the efficacy of the change.
New skills are necessary for facilitation-centered leadership:
If you seek to enable congruent change that captures the passion and creativity of followers, avoids resistance, and enables buy-in, open the door and follow your followers.
Sharon Drew Morgen is the visionary behind Buying Facilitation® - a change management model that includes learning how to Listen for Systems, formulating Facilitative Questions, and understanding the steps of systemic change. For those of you wishing to learn more, take a look at the program syllabus. Please visit www.dirtylittlesecrets.com and read the two free chapters. Consider reading it with the companion ebook Buying Facilitation®
Sharon Drew is the author of the NYTimes Business Bestseller Selling With Integrity, as well as 6 other books on helping buyers buy. She is also the author of the Amazon bestseller What? Did you really say what I think I heard? Sharon Drew keynotes, trains and coaches sales teams to help them unlock situations that are stalled, and teaches teams how to present and prospect by facilitating the complete buying decision process. She delivers keynotes at annual sales conferences globally. Sharon Drew can be reached at firstname.lastname@example.org 512 771 1117
Contributor: Sharon Drew Morgen
Published here on: 13-Aug-17
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