Ian Weinberg in Directors and Executives, Social Media, English Developer and facilitator of neuromodulation program. Practicing neurosurgeon. • Netcare Linksfield Hospital Oct 20, 2019 · 1 min read · 5.3K

Take me to your leader

Take me to your leader

I would suggest that leaders are not created but rather, emerge. I would qualify this statement with the contention that once a leader emerges there may be potential for enhancing the effectiveness and sustainability of the leadership. But I would suggest that the coaching modality per se cannot create leaders de novo. Leadership emerges when an action or entity is owned. Ownership is therefore in my opinion the sine qua non for leadership.

When reviewing the variables which appear to be operative in regard to emerging leadership, two clear contenders emerge out front – purpose and self-esteem/self-efficacy. In other words there needs to be a goal or purpose for taking up the reigns of leadership together with the required self-esteem/self-confidence to drive the process.

The sustaining of the leader in the leadership role would then require several other necessary components. These include personal reward, a sense of achievement and value contribution – making something better that it was before you engaged with it.

In the course of my own research I have come to define these parameters in the context of our Five Core Elements:

1. Curiosity, meaning and purpose

2. Self-esteem/self efficacy

3. Reward – task engagement reward; task mastery reward

4. Achievement – aspired achievement; achievement greater than expected

5. Value contribution

These elements can be regarded as the universal platform upon which effective leadership is based. There is however an area which can create challenges but in so doing provides coaching access to enhance the brand of leadership towards greatness and even visionary. The challenge is founded upon a root of fear. I refer here to fear of loss and / or fear of losing recognition and the accolades that accompany it. From this place emerges an over-controlling leader and one insensitive to the nuances of others and to the environment at large. This leader is driven by own gratification and therefore self-interest, often at the expense of others. By its nature, this style of leadership is devoid of self-awareness and sensitive awareness of the environment and is consequently self-limiting.

It follows that if the component of sensitivity could be coached into this individual, the quality and sustainability of the leadership could be greatly enhanced. The intervention rests upon neutralizing excessive fear and thereby freeing up some engagement potential for other elements of the prevailing dynamic. This process is achieved through the implementation of the delegation of activities. Once this hurdle is overcome, facilitated engagement with other individuals and entities in the dynamic would lead to greater awareness and consequently, sensitivity. This process may be driven by incorporating the sensitivity component initially within the category of achievement. Ultimately however, this enhancing component is incorporated in value contribution – making self, others and the greater environment better than they were before engaging with them.

The component which separates great leaders from visionary leaders is the incorporation of a sense of gratitude. Gratitude reflects an acknowledgement that there are forces and influences greater than ourselves and over which we have little control. The state of mind that emerges is one of sensitivity and service in the face of personal ownership and responsibility.

Copyright reserved – Ian Weinberg 2019


Sol Trickey Oct 22, 2019 · #18

Thanks for sharing!

+1 +1
Ian Weinberg Oct 21, 2019 · #17

#15 Thanks for feedback Harvey. Indeed it may well be time to come up with a new term as has been discussed by @Praveen Raj Gullepalli

+3 +3
Ian Weinberg Oct 21, 2019 · #16

#14 Gotcha! Thanks Praveen.

+1 +1
Harvey Lloyd Oct 21, 2019 · #15

I believe you captured the essence of leadership in your core thoughts. The tasks and personal understanding of each who leads. Your last paragraph though is the kicker to the core 5. I may be embellishing the definition of gratitude to a degree, but sense you are to.

A leader who has gratitude as an emergent property of their engagement also has many other things. Gratitude is something that can only be had through experience and humility. I have had the position of a leader for several decades. I have only found out what your post is about in the last one of those. A humbling experience as you wander through your 2nd core element.

Many wander through it but are blinded by the opponents of leadership. Pride, guilt, jealousy and many others.

Secondarily i would state that the word leader as with all concepts marketing gets ahold of, has been redefined and reprocessed many times. You would need to get back to the 1950's (Maybe a lot earlier) to understand the true meaning of leadership. IMHO:)

+2 +2
Praveen Raj Gullepalli Oct 21, 2019 · #14

#13 Pardon the digressions kind Sir! Your intent is always clear, intellectual and inclusive Doc. It is just that your words have spurred a range of corollary POVs.;) Perspectives add to clarity anyway!

Thinking aloud - if someone could introduce the concept of say, Growth Initiative @ Work (GiVe @ Work, with a positioning line of Give your best, Get the best from Work and Life!), throwing aside the jargon of indeterminate corporate logic, am sure there will be many willing to come forward to be evaluated, mentored, taught (re-skilling is so key for some segments) and deployed into roles of increasing relevance and productivity. It should be a open evaluation and not a preferred one. That would only increase the sycophancy quotient! And again - not to call it a Leadership pipeline! The Leader-Follower paradigm itself is in many ways demeaning to human dignity I feel. In one of the places I have worked, they never used the word 'Employee'...'Associate' was the word. At least in letter it sounded good! :)

+1 +1
Ian Weinberg Oct 21, 2019 · #13

#10 Praveen I believe that I need to clarify the rationale behind penning this post. I'm only too aware of the enormous industry that exists around leadership - its creation and maintenance. I'm also aware of the multiple definitions that exist of leadership in all areas of endeavor . As I indicated to @Ken Boddie, this article has attempted to examine in its essence the components that contribute to the mind state of a leadership role whatever form that leadership role takes - from growing/inheriting a mega business concern all the way through to an individual who takes a leadership initiative in response to an emerging life situation. Once the essence of this focus of function is established I have proposed further components which may serve to enhance and sustain the leadership initiative that had emerged for any number of reasons. As indicated, I don't believe that leaders can be created. Leadership emerges and can either be enhanced and sustained or it remains unchanged, gets stale and wanes. Finally I suggest that the effectiveness of leadership is manifest not only in the success of a venture but also in the inspiration of those being led such that they too become value contributors.

+3 +3
Ken Boddie Oct 21, 2019 · #12

#8 I have come to the conclusion over the years, Ian, that I have absoluteLy no idea what drives a leader to lead, since many of the theoretical carrots also inspire the good manager. All I know is that uniquely effective leaders, certainly in my chosen field, are as rare as hens’ teeth.

+2 +2
Pascal Derrien Oct 21, 2019 · #11

#10 You mean Leadersheep :-) @Praveen Raj Gullepalli

+2 +2