Leadership Checklist
The only factual (non-inflated, non-romanticised) definition of Leadership is:
A relationship between one who intentionally leads and one or more who are being led.
Consequently:
- if no one is led, there is no leadership.
- If no one is led intentionally, there is no leadership.
- If no one follows, no one is led, so there is no leadership.
- If directives are given, but not followed, no one is led.
- If someone is followed without the intention of leading, no one is led.
- If directives are given to procure behaviour that would have taken place without the directives, no one is led.
- If wrong directives are given intentionally and followed, followers are not led, but misled.
- If directives are given, but not understood, or misunderstood, and the intended behaviour does take place, then this is not because of the directives, and no one is led.
- If given directives cannot be followed, for instance, because paths leading to the goals are not cleared, no one is led.
- Leadership requires transition, going from one situation to another. Without transition, no one is led.
For leadership, the transition must be significant.
- If you are in a position of authority, in charge of maintaining current operations, including maintaining ongoing gradual organisational improvements, then you are no leader, but possibly a manager.
- If, being in that position, you do not issue directives to your intended followers, or if your directives have little to no effect on what they do, then you are no manager, but possibly an administrator.
- If, being in that position, you do not effectively administer relevant organisational value, then you are no administrator, but a redundant organisation member.
From this, we can debunk many leadership myths and fantasies. For instance: Laissez-faire leadership does not exist. Those who claim to use that ‘leadership style’, do not lead or manage. If they do not administer relevant organisational value, they are redundant organisation members.
Glorifying leadership is irrational and often serves for self-glorification by those who set themselves up as a leader, without actually being one.
Obviously, it is quite all right to be an excellent manager or excellent administrator, if the organisation currently needs you to be exactly that. - It is far better to be a useful manager or administrator, than a useless leader.
René Van Someren’s personal website is: www.rene.vansomeren.org
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René Van Someren
