A key role of a manager, according to Henry Mintzberg, is leadership: motivating subordinates and unifying effort. In 2010, Mintzberg co-authored and published a gem of a book with Bruce Ahlstrand & Joseph Lampel, Management: Itâs Not What You Think! A collection of short, sometimes funny articles on management, leadership and stereotypes. Often tongue-in-cheek and irreverent, it makes for some light, yet serious, reading. As the authors remind us, âif you want to uncover someoneâs flaws, marry them or else work for them. Their flaws will quickly become apparent.â
As Project Leaders, your team members will pick up on some of your flaws. Some team members might even like you well enough to point out your flaws to you. Such team members you want to keep close, chances are they want you to excel and the project to succeed. The key is not to take such criticism personally, and to regularly humble yourself by remembering that the project is bigger than you.
In fact, itâs not about you!
Having said that though, as Project Leader, your leadership style does have an impact on how well, or badly, your project is delivered. One of the seminal research findings on leadership styles dates back to 1939. Kurt Lewin led a group of researchers, and published their findings in the Journal of Social Psychology[1].
Lewin is widely considered the âfatherâ of modern social psychology. One of his most famous quotes is, âthere is nothing so practical as a good theory.â In this study by Lewin, Lippit and White, schoolchildren were grouped into one of three âleadership styleâ groups: authoritarian, democratic and laissez-faire. Their key findings are summarised in the diagram below:
Their main finding was that the democratic leadership style is superior to the authoritarian and laissez-faire styles. Interestingly, when the researchers asked the leaders to change their style the effect of each style remained largely consistent. This result indicates that your team members are reacting to how you treat them, and not reacting to you personally. Clearly, it is definitely not about you. Team members will work with you, or turn you mental, depending on how you treat them.
As Simon Sinek said, âwhen leaders care less about their people, their people will be careless.â
[1] Lewin, K., Lippit, R., and White, R.K. (1939). Patterns of aggressive behaviour in experimentally created social climates. Journal of Social Psychology, 10, 271-301
GAICD, M.Comp (Monash)
Enrol for my Excelling Leadership Development Masterclass (now online, so you can watch anywhere, anytime, on any device!).
Read the new edition of my latest book, Leadership is Mental (also available in Kindle ebook version), and follow me on Twitter. Join the leadership conversation.