Leadership Value is Defined by the ReceiverWE ALL RESONATE with the clarion call for leaders to build on their strengths, be authentic, and demonstrate emotional intelligence. We can envision these noble, resonant, and genuine leaders as icons of effective leadership. But these virtuous leadership attributes are not the essence of leadership effectiveness.
Building on one’s strengths is incomplete unless one’s strengths strengthen someone else. Authenticity without a positive impact on someone else is more narcissism than leadership. Effective leaders turn their emotional intelligence into helping others find their purpose and meaning.
An underlying principle of effective leadership is that value is defined by the receiver more than the giver. This value-added principle applies in almost every relationship. When I give my wife a gift, she defines the value of the gift. When I was newly wed, I got her tickets to sporting events and she often suggested I enjoy myself. I have learned that the real gift is figuring out what will be meaningful to her, not me. Likewise, effective leaders recognize and serve the stakeholders who are impacted by their strengths, authenticity, and emotional style. They then work to deliver value to these stakeholders in ways that matter to the stakeholders.
When leaders focus on the value they create for others, they think less about who they are and how who they are, will make others better. They realize that the value of their values is in that others will achieve what matters to them. Ultimately, leaders are measured by what they leave behind and how their present actions shape future success.
Leaders should be asking themselves, “Who are the stakeholders I care about? Who do I want to make better because of what I do? Who will benefit from my choices today? How will my actions be seen by and affect others?” When pondering and responding to these questions, leaders matter because they create sustained leadership in others.
Value creating leaders talk more about “we” than “I”; they build on what is right more than what is wrong; they help others feel better about themselves when leaving an interaction with them; the work to institutionalize their ideas so that they are sustained; and they relish success in those they mentor.
It is time to look beyond a leader’s personal strengths, authenticity, and emotional well being to define how leaders’ build value for others.
This post is by Dave Ulrich. He is the Rensis Likert Professor at the Ross School of Business, University of Michigan and a partner at The RBL Group, a consulting firm focused on helping organizations and leaders deliver value. He studies how organizations build capabilities of leadership, speed, learning, accountability, and talent through leveraging human resources. He has helped generate award winning data bases that assess alignment between strategies, organization capabilities, HR practices, HR competencies, and customer and investor results. He has published more than 200 articles and book chapters and 23 books, such as Leadership Code, Leadership Brand, Results Based Leadership and most recently The Leadership Capital Index: Realizing the Market Value of Leadership.
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