Leadership- Misconception of position

 

1. Misconception of Position in Leadership

 “The key to successful leadership is influence, not authority.” (Ken Blanchard)

 There is a prevailing misconception that leadership is about the position because leadership is often associated with job titles. This misunderstanding has deceived more people than all the other misconceptions combined. It has created the illusion that once you attain a certain level of authority, you become a leader. This is untrue.

You may become the head of a department, but not necessarily the leader in that department. The leader is the one who serves and sacrifices the most for a worthy cause. And if that is not you, you are not the leader, but rather merely the person with the position of authority. Job titles and positions are not indicative of leadership, but rather demanding of it.

When an organization sends out a communiqué to announce the hiring of a new chief financial officer (CFO), it usually indicates that a new leader has been hired for the finance department. While there is an element of truth in this, it does not automatically translate to effective leadership.

A new “leader” may have been hired for that department, but the position does not make the incumbent a leader, neither do the responsibilities. While many people unfortunately confuse leadership with positions of authority, positions of authority do not automatically translate to leadership in action.

Being the governor of a state is a rank of authority, just like a high court judge. But until you begin to demonstrate the leadership capabilities of informing, influencing and inspiring others, you are not a leader, but merely a person in the role of authority. No one has the right to claim the title of a leader. It is conferred informally by the beneficiaries of your hard work and sacrifice and by the consistent exceptionalism of your character and service.

Most job promotions, I discovered, are often based on education, experience and exposure rather than on the leadership abilities to effectively inform, influence and inspire others to achieve greater heights. Despite the value of education, experience and exposure, if that new CFO is unable to effectively inform, influence and inspire the people in his department, then that organization has merely hired just another employee. Andrew Carnegie and Henry Ford had no formal education, but because of their remarkable leadership capabilities, history classifies them as exceptional leaders of modern industrialization.

 

A cultural change is necessary for correcting this misconception in your organization. It requires a paradigm shift in the mindset of everyone in the institution, especially those who consider themselves as leaders because they simply hold positions of authority.

 

When governments and organizations consult with me on this topic, I work with them to build a corporate strategy that will inspire every employee to maximize their potential, regardless of their job title. The objective is to create a workplace where employees can best apply their talents and skills both inside and outside the organization.

Since titles and positions are important to organizational structure, communiqués about new positions should clearly indicate the role that is being filled. Corporate memos should emphasize how the leadership capabilities of the appointee or incumbent were instrumental in her successful promotion.

When an organization announces the hiring of a new “leader” instead of indicating the position, they would be subtly communicating to other employees that leadership is a title. They would be telling everyone else that the only person who is paid to lead is the person who was hired for it; everyone else must follow that person thereafter.

If you think that holding a position of authority automatically makes you a leader, you may never become one. Organizations that wish to advance their vision and mission should create a culture where employees can willfully demonstrate their leadership