April 4, 2024
In the realm of leadership, misconceptions can hinder progress and perpetuate toxic work environments. For HR professionals, DEI professionals, and individuals tasked with DEI initiatives, understanding and challenging these misunderstandings is crucial for fostering inclusive and resilient workplaces. This blog post will delve into the five biggest misunderstandings about leadership and their implications for creating inclusive environments.
Myth #1: Leadership is about authority and power
One prevalent misconception is the belief that leadership is primarily about authority and power. This prevailing paradigm often centers around visible individuals and their stature, contributions, and accomplishments. However, this view is limiting, as it tends to overlook the importance of language and the way in which facts are interpreted through narratives.1 Specifically, the narratives we create about people are based on style and not substance. Research has shown that we can be easily convinced of leadership potential based on someone’s confidence.2 In reality, effective leadership is more about influence, inspiration, and the ability to guide and support others towards a common goal. By challenging this misconception, organizations can shift towards a more inclusive and collaborative leadership approach that values diverse perspectives and contributions.
Myth #2: Leaders are born, not made
Another common misunderstanding is the notion that leaders are born, not made. This belief implies that leadership is an innate trait and that individuals are either born as leaders or not. However, research suggests that leadership skills can be developed and honed through learning, experience, and emotional intelligence.1 We often confuse management skills with leadership skills. However, an overly managerial environment hinders innovation by routinizing operations which closes the door to new ideas and fresh approaches.3 By recognizing that leadership can be cultivated, organizations can invest in leadership development programs that empower individuals from diverse backgrounds to step into leadership roles, fostering a more inclusive and diverse leadership pipeline.
Myth #3: Leadership is a solo endeavor
The misconception that leadership is a solo endeavor hinders collaboration and teamwork within organizations. Effective leadership requires collaboration, teamwork, and the ability to build and lead high-performing teams. By challenging this misconception, organizations can promote a culture of shared leadership, where diverse voices are valued, and collective efforts drive organizational success. In fact, applying appropriate distributed leadership creates a culture where employees are more proactive.4 This shift facilitates a healthier work environment where employees feel empowered to contribute their unique perspectives and skills.
Myth #4: Leadership is only about achieving results
It is also a misconception to view leadership solely as achieving results, which is often at the expense of employee well-being. While achieving results is important, effective leadership requires a balance between achieving results and supporting and developing team members.1 By challenging this misconception, organizations can prioritize employees and create a culture that values collective care, mental health, and overall employee well-being.5,6 Research shows that employees feel valued and motivated to contribute their best work when they understand their role in the organization and how their work contributes to the overall mission and vision of the organization; when they are recognized for their contributions; and when they know their leaders and colleagues aren’t only concerned with their results, but also concerned about them as people.7–10
Myth #5: Leadership is static and unchanging
The belief that leadership is static and unchanging can hinder organizational growth and adaptation. In reality, effective leadership requires adaptability, continuous learning, and the ability to respond to changing circumstances.1 Adaptive strategies are embodied by the modern measurement of leadership approaches used by effective leaders. The multifactor leadership questionnaire measures the diversity of approaches that can be applied to different situations and provides an overview of how we may be depending on too few strategies.11,12 By challenging this misconception, organizations can promote a culture of continuous learning, innovation, and adaptability. This approach encourages individuals to contribute to the evolution and improvement of the organization.
So What IS Leadership?
Leadership can be defined as the process of inspiring, motivating, and guiding individuals or a group of people toward accomplishing a shared objective. The video above provides an overview of leadership and the key leadership skills necessary to confront toxic workplaces and facilitate healthy workplaces. To strengthen your leadership foundation, join the All Aces Learning Community.
Implications for DEI Initiatives
Challenging these misconceptions is particularly relevant for DEI initiatives. By rethinking leadership and promoting researched leadership practices, organizations can create environments where people have what they need to reach their full potential, which means the organization is more likely to reach its full potential. Leaders who embrace leadership best practices can foster empowered employees and align operations and culture.
Summary
Challenging the previously described misunderstandings about leadership is essential for creating inclusive and healthy workplaces. By rethinking leadership and promoting researched leadership practices, organizations can foster environments where diverse voices are valued, collaboration is encouraged, and employees feel empowered to contribute their best work. For HR professionals, DEI professionals, and individuals leading DEI initiatives, understanding and challenging these misconceptions can catalyze an organization towards confronting toxicity in the workplace and facilitating resilient workplaces.13
Sources:
1. Souba, W., & Souba, M. (2018). Challenging your implicit leadership theory. Journal of Leadership Education, 17(4), 195–207.
2. Ronay, R., Oostrom, J. K., Lehmann-Willenbrock, N., Mayoral, S., & Rusch, H. (2019). Playing the trump card: Why we select overconfident leaders and why it matters. The Leadership Quarterly, 30(6), 101316.
3. Toor Shamas-ur-Rehman, & Ofori George. (2008). Leadership versus Management: How They Are Different, and Why. Leadership and Management in Engineering, 8(2), 61–71.
4. MacBeath, J. (2005). Leadership as distributed: a matter of practice. School Leadership & Management, 25(4), 349–366.
5. Burton, J. (2010). WHO Healthy Workplace Framework and Model: Background and Supporting Literature and Practice. World Health Organization. https://apps.who.int/iris/bitstream/handle/10665/113144/9789241500241_eng.pdf?sequence=1&isAllowed=y
6. Biron, C., Burke, R. J., Burke, P. R. J., Burke, P. R. J., & Cooper CBE, P. S. C. L. (2017). Creating Healthy Workplaces: Stress Reduction, Improved Well-Being, and Organizational Effectiveness. Taylor & Francis Group.
7. Boxall, P., Hutchison, A., & Wassenaar, B. (2015). How do high-involvement work processes influence employee outcomes? An examination of the mediating roles of skill utilisation and intrinsic motivation. The International Journal of Human Resource Management, 26(13), 1737–1752.
8. Llopis, O., & Foss, N. J. (2016). Understanding the climate–knowledge sharing relation: The moderating roles of intrinsic motivation and job autonomy. European Management Journal, 34(2), 135–144.
9. Rigoni, B., & Asplund, J. (2016). Strengths-based employee development: the business results. Gallup Business Journal, 1. https://victor-seet.com/s/Strengths-Based-Employee-Development-The-Business-Results-Gallup.pdf
10. Bhuvanaiah, T., & Raya, R. P. (2014). Employee engagement: Key to organizational success. SCMS Journal of Indian Management, 11(4), 61.
11. Kolomboy, F., Palutturi, S., Rifai, F., Saleh, L. M., Nasrul, & Amiruddin, R. (2021). Leadership style based on the study of multifactor leadership questionnaire in Palu Anutapura hospital. Gaceta Sanitaria / S.E.S.P.A.S, 35 Suppl 2, S432–S434.
12. Batista-Foguet, J. M., Esteve, M., & van Witteloostuijn, A. (2021). Measuring leadership an assessment of the Multifactor Leadership Questionnaire. PloS One, 16(7), e0254329.
13. Küskü, F., Aracı, Ö., & Özbilgin, M. F. (2021). What happens to diversity at work in the context of a toxic triangle? Accounting for the gap between discourses and practices of diversity management. Human Resource Management Journal, 31(2), 553–574.
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