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In writing about leadership, we have often seen executives
profoundly misunderstand what makes an inspirational leader. Here
are four of the most common myths.
Everyone can be a leader
Not true. Many executives don't have the self-knowledge or the
authenticity for leadership. At the same time, self-knowledge and
authenticity are necessary but not sufficient conditions for
leadership.
Individuals must also want to be leaders, and many perfectly
talented employees are not interested in shouldering that
responsibility. Others prefer to devote more time to their private
lives than to their work. After all, there is more to life than
work, and more to work than being the leader.
Leaders deliver business results
Not always. Some well-led businesses do not necessarily
produce short-term results, while some businesses with successful
results are not necessarily well led.
If results were always a matter of good leadership, picking
leaders would be easy. In every case, the best strategy would be to
go after people in companies with the best business results. But
clearly, things are not that easy.
People who get to the top are leaders
Not necessarily. One of the most persistent
misconceptions is that people in leadership positions are leaders.
But people who make it to the top may have done so because of
political acumen rather than true leadership quality.
What's more, real leaders are found all over the organisation,
from the executive suite to the shop floor. By definition, leaders
are simply people who have followers – and rank
doesn't have much to do with that. Effective military
organisations have long realised the importance of developing
leaders at many levels.
Leaders are great coaches
Rarely. A whole cottage industry has grown up around the
idea that good leaders ought to be good coaches. But this belief
rests on the assumption that a single person can both inspire the
troops and impart technical skills.
Of course, it's possible that great leaders may also be great
coaches, but we see that only very occasionally.
The content of this article is intended to provide a general
guide to the subject matter. Specialist advice should be sought
about your specific circumstances.
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