Article: Defining Leadership

Defining Leadership

What is leadership? A question easier asked than answered. And going to the literature on leadership for an answer is more likely to create confusion than clarity. Following are some examples.

“We want leaders who are credible. We must believe that their word can be trusted, that they are personally excited and enthusiastic about the direction in which they are headed.” So say authors James Kouzes and Barry Posner.

Another author on leadership is Rosabeth Moss Kanter. It is her view that leaders “must be deep thinkers who are smart enough to see new possibilities and to conceptualize them.”

Yet another view of leadership is expressed by Judith Bardwick, who writes that it is the responsibility of leaders to “decide, choose, and act.”

Best-selling author Ken Blanchard provides another perspective. According to Blanchard, “The leader of the future will excel as cheerleader, supporter, and encourager rather than as judge, critic, or evaluator....”

So who is right? What is the true expression of leadership? Well, according to recent research, all of the above.

Miriam Kragness, Ph.D., has been studying leadership since the 1970’s. In more recent research conducted for Inscape Publishing, an international publisher of human resource materials, Dr. Kragness undertook to answer the question, “What do leaders do when they lead?” The results of her research help bring coherence to what otherwise appear to be contradictory views on leadership.

The model to emerge from Kragness’s research identifies four focuses of attention taken by leaders--Character, Analysis, Accomplishment, and Interaction. Each focus, in turn, is comprised of three modes of expression resulting in what Kragness refers to as twelve “dimensions of leadership.”

A leader’s “focus of attention” identifies from where that leader takes her lead. The leader with a Focus on Character is especially attuned to her own conscience. Such a leader looks inward and takes direction from personal values and beliefs. Organizationally, this leader is likely to keep the focus on the shared mission and values. The Focus on Character is expressed through the leadership dimensions of: Enthusiasm--the display of optimism; Integrity--an adherence to personal values; and Self Renewal--a commitment to continuous learning.

A second focus of attention is Analysis. Here the leader’s concerns are intellectual; responding to ideas. This person leads through his grasp of the issues, ability to envision the future, and confidence to move ahead. The dimensions of leadership associated with a Focus on Analysis include: Fortitude--persistence based on reasoning and intuition; Perceiving--the ability to envision future possibilities; Judgment--using information and analysis to decide on a course of action.

A leader more concerned with external results displays a Focus on Accomplishment. This individual is a problem-solver interested in getting things done. The three leadership dimensions associated with this focus are: Performance--making improvements, meeting needs, creating systems; Boldness--taking a powerful stance in meeting challenges; Team Building--accomplishing results by organizing others.

Interaction is the fourth focus of attention. The leader with this focus is cued to the needs and wants of followers. Such a leader may respond by: Collaborating--achieving success with others as a group member; Inspiring--stimulating followers to act; Serving Others--representing the interests of the group without regard to self interest.

Inscape Publishing has embodied the results of Kragness’s research in an assessment tool titled The Dimensions of Leadership Profile^®. The instrument may be used by individuals to identify what they value in themselves as leaders, how they perceive the leadership of others, or to determine the dimensions of leadership needed in a particular role or situation.

The point of Kragness’s model is to create an understanding of leadership as a dynamic relationship between leader and followers. There is no one way to lead. Nor is there necessarily only one leader. The success of leadership depends on matching leadership behaviors with the needs of followers and the situation. As circumstances change, so must the expression of leadership. This may be more effectively achieved through shared leadership rather than expecting one individual to be able to display all dimensions of leadership.

We return to our original question. What is leadership? Now we can confidently answer, “It depends!”

The Dimensions of Leadership Profile^®is a registered trademark of Inscape Publishing.