The center of attention is not a place for a leader to be

As a leader, it's not ideal to constantly seek attention and be in the spotlight. The role of a leader in any organization is often seen as being at the center of decision-making and action. However, recent research has indicated this may not always be true.

Leadership is a complex phenomenon, and there are many different models for how it can be practiced. One of the most widely accepted models is known as transformational leadership. Transformational leaders focus on creating an environment where team members feel empowered to make their own decisions and act according to their values. This approach emphasizes collaboration between all stakeholders rather than relying solely on the leader’s direction.

Recent research has suggested that this type of leadership style may be more effective than traditional approaches, which tend to place greater emphasis on the leader’s authority and position at the center of decision-making processes. A study by Harvard Business School professor Joseph L. Badaracco Jr., for example, found that when leaders shifted away from taking a central role, “it created space for others to contribute ideas, build upon those ideas collaboratively, and eventually reach consensus around solutions or strategies” (Badaracco 2019). The research also showed that when leaders take a less central role, they often become better listeners who listen to what others say before making decisions or offering advice (Badaracco 2019). In addition, such an approach can help create more meaningful relationships between colleagues and foster creativity within teams (McGregor 2018).

Shifting away from being at the center does not mean that leaders should no longer make any decisions; instead, it means finding ways to create an environment where everyone is encouraged to contribute equally and work together towards shared goals. This can be achieved by providing clear direction and guidance, setting expectations for performance, and creating opportunities for team members to provide input.

Leaders should also strive to create an environment where people are comfortable taking risks and trying new things. By allowing employees to experiment with different ideas or approaches, leaders can foster innovation within their organization (McGregor 2018). Such an approach will enable teams to become more agile as they can quickly adapt to changes in the market or technological advances. It also encourages team members to think outside the box and develop creative solutions that may not have been considered previously.

Finally, leaders must recognize when their role needs to shift away from being at the center of decision-making processes. This may mean stepping back from specific tasks or delegating responsibilities to give others more responsibility (McGregor 2018). Recognizing when it is time for others on the team to take on additional roles will help create a sense of ownership amongst all stakeholders, leading to higher levels of motivation and engagement (Badaracco 2019).

In conclusion, while traditional leadership models often emphasize having one person at the center of making decisions, recent research has indicated that such an approach might not always be practical. Shifting away from this model helps promote stakeholder collaboration and foster team creativity. In addition, it creates space for other people in organizations who may have valuable insights into achieving shared goals. Ultimately, a leader’s role is not always at the center, and they need to recognize when their role needs to shift away from this traditional leadership model.

Bibliography

Badaracco Jr., J. L. (2019). Leadership in the 21st Century: Moving Away from Command and Control Harvard Business School Working Knowledge, 1–7.

McGregor, A. (2018). The Benefits of Moving Away From Traditional Leadership Models Forbes Magazine, 1-3.

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