Jim Collins describes the powerful leader as a Level 5 Leader, which is based on the idea that respect for people, selflessness and a strong commitment to achieve results, bring out the best in subordinates. Level 5 leaders are a paradoxical blend of fierce will and personal humility. They are ambitious for their organisations, but rarely allow their ego to be an obstacle for the success of their organisation.
In an excellent scholarly article by Dr. Stephen Long in the Business Leadership Review in July, 2009, he points out that growing a business during a recession is the ultimate test of leadership, citing companies such as Proctor and Gamble, G.E., Hewlett-Packard, and Microsoft as depression or recession start-ups.
Long proposes that the essential component for leadership success is a leadership style that is powerful but not authoritarian, arguing that the way leaders manage their people has a direct impact on how their team performs. Powerful or transformational leaders create the "will to work effectively and collaboratively--not because employees are coerced, but because they are committed," Long suggests.
Powerful leaders are creative and systemic thinkers, whereas authoritarian leaders rely primarily on logic and linear thinking, "which leads to reasons not to do." Long describes the behaviour of powerful leaders as being able to successfully manage the paradox of change and stability, and being able to construct a mental reality for followers that may not yet exist.
The psychological state of people during tough economic times can be driven by fear and anxiety. These emotions often prevent authoritarian leaders from seeing reality or taking advantage of new opportunities. Authoritarian leaders can be victims of their own emotional roller-coaster of cycles of good and bad times which spreads to followers, whereas powerful leaders have much higher levels of emotional intelligence and display a calm evenness in their behaviour.
Powerful leaders are creative and systemic thinkers, whereas authoritarian leaders rely primarily on logic and linear thinking, "which leads to reasons not to do." Long describes the behaviour of powerful leaders as being able to successfully manage the paradox of change and stability, and being able to construct a mental reality for followers that may not yet exist.
The psychological state of people during tough economic times can be driven by fear and anxiety. These emotions often prevent authoritarian leaders from seeing reality or taking advantage of new opportunities. Authoritarian leaders can be victims of their own emotional roller-coaster of cycles of good and bad times which spreads to followers, whereas powerful leaders have much higher levels of emotional intelligence and display a calm evenness in their behaviour.
Powerful leaders recognise that authoritarian control will not get followers to commit to any initiative during tough economic times, Long argues. People resist being controlled and want to accomplish something meaningful through collaboration.
Finally, it's not enough that the CEO exhibit a powerful leadership style. It means that this style of leadership needs to be developed throughout the organisation so the organisation can not just survive, but flourish.
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