InSights
A publication from the Albers School of Business and Economics the Center for Leadership Formation fall 201 8
By Marilyn Gist and Alan Mulally
S
trong organizations rest on understanding that the “What,” “Why,” “How,” and “Who” of leadership are each critical to success. If leaders have great vision and strategy (“why” and “what”) but are not able to align and motivate people (“how” and “who”), implementation will suffer and strategy will be ineffective. On the other hand, leaders can be great with people but not good with vision and strategy and the organization will flounder. So leaders need to be competent in all four areas. Our last article explained the “What,” “Why,” and “How.” In this issue, we address the compelling factor of “Who.” Fundamentally, because leadership involves working together with people, who the leader is will have significant influence on behavior and culture, and
the resulting performance. Let’s begin with the most important aspects of character or personality first, then we conclude with interpersonal behaviors.
Drive. At heart, leaders need to be driven and confident—perhaps more than most people but not to the extent where they overrun others. In Level 5 Leadership (2005), Jim Collins reported findings that the best organizations were led by leaders who had “fierce resolve” (i.e., strong professional drive) coupled with personal humility. Their drive is apparent in a willingness to work hard, and do so for the benefit of the organization and its vision. In essence, they have a drive to serve and make a meaningful contribution to the greater good.
Leaders should show a willingness to do most tasks in the organization, yet maintain a focus on the tasks that are best done by them. As we have indicated before, the leader’s most important contribution is to hold him- or herself and the leadership team collectively responsible and accountable for defining a compelling vision, comprehensive strategy, and relentless implementation. Leaders must show their energy and enthusiasm for the vision, and have a very strong success orientation. This means they define measures for success and frequently track organizational progress against those measures. Others are able to see how hard the leaders work at this, and feel motivated to contribute their part to strong implementation. Continued on page 4