In writing about leadership, we have often seen executives profoundly misunderstand what makes an inspirational leader. Here are four of the most common myths.
- Everyone can be a leader
Not true. Many executives don't have the self-knowledge or the authenticity for leadership. At the same time, self-knowledge and authenticity are necessary but not sufficient conditions for leadership.
Individuals must also want to be leaders, and many perfectly talented employees are not interested in shouldering that responsibility. Others prefer to devote more time to their private lives than to their work. After all, there is more to life than work, and more to work than being the leader. - Leaders deliver business results
Not always. Some well-led businesses do not necessarily produce short-term results, while some businesses with successful results are not necessarily well led.
If results were always a matter of good leadership, picking leaders would be easy. In every case, the best strategy would be to go after people in companies with the best business results. But clearly, things are not that easy. - People who get to the top are leaders
Not necessarily. One of the most persistent misconceptions is that people in leadership positions are leaders. But people who make it to the top may have done so because of political acumen rather than true leadership quality.
What's more, real leaders are found all over the organisation, from the executive suite to the shop floor. By definition, leaders are simply people who have followers – and rank doesn't have much to do with that. Effective military organisations have long realised the importance of developing leaders at many levels. - Leaders are great coaches
Rarely. A whole cottage industry has grown up around the idea that good leaders ought to be good coaches. But this belief rests on the assumption that a single person can both inspire the troops and impart technical skills.
Of course, it's possible that great leaders may also be great coaches, but we see that only very occasionally.
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