What is Leadership? Redefining Success in Business
Leadership means different things to different people, in different situations, at different times. This diversity of meaning reflects the complex, multifaceted nature of leadership itself - a concept that constantly evolves as our understanding of human potential and organisational dynamics deepens.
Beyond Definitions: Leadership as Practice
Rather than getting lost in abstract definitions, the most effective leaders focus on practising leadership in ways that respond to their unique business challenges. But this raises an important question: if you can't define leadership, how can you effectively practise it amid the complexity of your specific business situation?
Professor Steve Kempster, one of the leading authorities on "How leaders lead" and our Masterclass speaker on the LEAD™ programme this month, offers valuable insights into this dilemma.
Leaders: Born or Made?
Professor Kempster tackles the age-old question, "Are leaders born?" His research demonstrates that leadership can be learned, and that owner-managers develop their leadership capabilities in the crucible of their business experiences.
The challenge, however, is that most business leaders are so consumed with working in their business that they rarely make time to step back and reflect on:
- What leadership means to them personally
- How their leadership impacts their business
- Which specific approaches would improve their current situation
This reflective practice is a central theme at our two-day leadership experiential that launches every LEAD™ programme, where business leaders discover the power of intentional leadership development.
The Leader as Apprentice
Professor Kempster promotes a powerful concept: the leader as an apprentice, continuously learning on the job. This might seem counterintuitive, after all, most organisations look to their leaders for unwavering vision and direction. The vulnerability of admitting you're still developing your leadership craft can be daunting.
Yet the truth remains that we can all learn and improve. The real challenge lies in opening one's mind to genuine self-improvement. Over 300 of our LEAD™ Alumni and current delegates have embraced this mindset, essentially becoming 'agents for change' within their organisations.
Finding Direction Without Perfect Definitions
Despite the hundreds of thousands of books written on leadership, there's no universally agreed definition of what "good" leadership looks like. This ambiguity can frustrate those actively working to develop their leadership capabilities.
Jack Welch, former Chairman of GE and voted manager of the 20th century, offered a formula for effective leadership that we encourage all programme participants to embrace:
E = V x P
Where:
- E = Effectiveness
- V = Values
- P = Performance
This formula reminds us that as leaders, we must look beyond day-to-day tasks, KPIs, turnover, and profit margins. Values are the essential glue that binds senior management, broader leadership teams, and the entire organisation together.
Values: The Foundation of Sustainable Growth
Values become increasingly critical as a business grows. They ensure the richness and essence of the original venture isn't diluted as the organisation expands across different floors, buildings or locations. The core of "what makes you, you" must be preserved and amplified.
Case Study: Stewart Golf
Mark Stewart, CEO of second-generation family business Stewart Golf, understood this principle deeply. "As you grow and expand the company by employing more staff, values become more essential," says Mark.
Recognising the importance of collective ownership, Mark involved his entire team in creating company-wide values and behaviours. He asked them to describe the character traits of their ideal colleague and Stewart Golf team member. After collaborative group discussions, the team agreed on four core values that now guide their organisation.
Case Study: Cosgrove and Drew Engineering
Bristol-based mechanical engineering firm Cosgrove and Drew Engineering has similarly benefited from establishing core values and behaviours. Joint-Managing Director Zac Cosgrove explains, "We have always had a site-wide mantra of 'Quality delivered Safely,' and one of the first steps we took after joining the LEAD™ programme was to work with every employee, from apprentices to directors, to develop what we call our '6C' framework."
Their research confirmed that employees who strongly identify with company values demonstrate higher engagement and job satisfaction, which translates to increased productivity and overall performance. By involving the entire team, they ensured their behaviour framework remains both relevant and effective.
Developing Your Leadership Journey
Leadership development isn't a destination, it's a continuous journey of growth, reflection and adaptation. If you'd like to deepen your understanding of leadership and develop practices that transform your organisation, consider our LEAD™ programme for owner-managers, directors and senior managers.
Our next LEAD™ programme starts on 13th & 14th November. Don't miss this opportunity to transform your leadership approach.
Contact Rachael Ramos here to learn more.
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