INTEGRATED LEADERSHIP REVISITED: THE ISSUE OF TRUST

Volume #29 - August 2002

There are tons of books and articles on leadership that offer a multitude of models. But ever since I read Carol Frenier's Business and the Feminine Principle, and Sally Helgesen's The Female Advantage: Women's Ways of Leadership, and did my research for Success on Our Own Terms back in the mid '90s, I've concluded that the best model of leadership integrates both masculine and feminine approaches. The best model integrates a command, control and competitive style with a collaborative, empowering and relational style. Please understand that the terms "masculine" and "feminine" do not mean "men" and "women." They mean approaches and energies that contain certain characteristics. Although these styles tend to be associated more with one gender than with another, men and women possess both energies and approaches.

My belief that an integrated approach is the best one has also been reinforced through my coaching experience over the last four years. A tilt too far in either direction can cause chaos. The culture of an organization reflects the style of its leaders. I've worked with organizations led by people who were so relational they couldn't make hard decisions or command the authority they needed to lead effectively. Their organizations were floundering because the leaders weren't able to stand grounded with their vision and inspire and motivate people. They didn't have the courage to take responsibility for making tough decisions. Trying to please everyone, they pleased no one. The leaders didn't trust themselves to make good decisions.

In another case, the norm for consensus was so strong that people didn't feel free to raise questions or disagree. Managers were afraid to voice real concerns lest they be viewed as noncollaborative. To be a good team player meant one had to constantly agree and comply, even if it meant carrying out activities that didn't make sense or were doomed to fail. The leaders touted a relational approach, but really didn't want to hear opposing views - they wanted to be in command. They didn't trust their people to make good decisions.

This past year, we've seen the downfall of numbers of companies led by competitive, controlling executives who wanted to win at any cost and leaders who crushed the concept of trust. Lack of trust kills companies, people and the economy.

In the United States, after the tragedy of September 11th, people responded to New York Mayor Giuliani and President Bush because they demonstrated a directive leadership style in terms of taking command of the situation but they also demonstrated a relational style mingling and empathizing with people and workers in New York. Now, however, we find our leaders talking about war with Iraq. US leaders - both male and female - are discounting a collaborative approach. They are pushing too much toward command and control. People, fearful they will be viewed as unpatriotic after September 11th, are hesitant to speak out against war. Trust is eroding.

An integrated leadership style is one which combines the best of both styles. Depending on the situation, one style might be emphasized over another, but an integrated leader doesn't operate in a completely one-sided fashion. With an integrated style, the focus is on win/win, not win/lose. It's competitive while remaining collaborative. It directs and coaches. The awareness of the integrated leader is both focused and diffused, understanding the pieces of a situation as well as being able to see the whole picture. The approach of the integrated leader is rational and objective, yet considers the subjective and operates intuitively. An integrated style balances action with reflection. It's a top-down and bottom-up process.

Operating with an integrated style, you will be an effective leader if you build and maintain climates of trust. Your followers will accept your directives and make sacrifices to attain goals if they trust and believe that you are...

• telling them the truth
• helping them to understand the rationale for decisions
• setting clear, achievable goals and providing the strategy and resources to attain them
• not compromising your own integrity
• not asking them to compromise their individual and collective integrity

Your followers will become more committed, empowered and self-directed if they trust and feel that you...

• put aside your own ego and act in their best interests
• demonstrate your willingness to make sacrifices yourself
• listen to, respect, and empathize with their perspectives
• continually share information in an open, honest manner
• have numerous vehicles that support a two-way process of communication
• listen to and consider what they say

Finally, in order to engender trust, all of your actions need to match your words.

COACHING QUESTIONS

1. To what degree do your followers trust you?
2. What do you need to do to act in the best interests of your followers?
3. What do your followers want?
4. What sacrifices have you made or are you willing to make?
5. Are the goals you are setting serving you or your followers? If they are serving you, what do you need to let go of?
6. How do all the pieces of what you are doing fit into the big picture?
7. Whom do you trust?
8. What would make you sacrifice the truth?
9. What is your long-term goal?
10. How do your directives support your long-term goal?
11. What is the rationale for your directives?
12. How effective are you at communicating your goals, your rationale, and your strategy?

Copy © 2002 Virginia O'Brien All s Reserved

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