Leadership in the context of the organisation
The questions leaders face are determined by the needs of the organisation, or the organisational division under their leadership at a given moment. These requirements may vary widely.
Therefore, the crucial question is if the leader is able to adjust his or her leadership style to the requirements of the organisation at that given moment.
Leadership can be defined as “realising meaningful outcomes, for and with people, based on a vision”. The essence of the challenge leaders are facing is to make a connection with their team members, colleagues and clients. When there is no connection, there is no trust and respect, and therefore, no Secure Base.
Secure Base Leadership
If leaders can connect with others (peers, team members and clients) and with themselves, this will develop trust and space for more initiatives, more entrepreneurship and more decisiveness both at board level and throughout the entire organisation.
Effective leadership requires the ability and the wish to fulfil different leadership roles. Sometimes, the leader must mainly fulfil a managerial role and the focus is placed on (re-)structuring of the organisation, sometimes it is necessary to act as an entrepreneur/innovator with a focus on transition and turnaround. However, a leader must often fulfil both roles and, moreover, be a good coach and role model too. According to Quaestus, every leader must possess the ability to switch between four important leadership roles:
Alignment with the outside world, the role of Entrepreneur
In this first key area we see the leader as an entrepreneur: Leaders set a course. This area relates to the strategic task of the leader, with a strong focus on vision. Leadership is about providing direction and about motivating and inspiring, which creates change. Important behaviour includes looking ahead, identifying and exploiting opportunities. The driving force behind the efforts of a leader is a vision. Excellent leaders are expected to have a clear vision in order to set course.
Control of internal processes, the role of Manager
In the second key area we see the leader as a manager: Leaders structure an effective organisation. This area relates to the structuring/process-oriented task of the leader. It is about getting the “meaningful matters” actually done. As a manager, it is about structuring a responsive organisation, adapted to a strategic direction already taken or planned. It is about building an effective infrastructure. Excellent leaders are expected to have a results-oriented leadership style.
Care for employees, the role of Connector
In the third key area we see the leader as a coach: Leaders have the ability to mobilise people. This area relates to the “people management” aspect of leadership, the executive task of the leader with a focus placed on empowerment and creating connectedness. How do leaders make a personal effort to improve the employability of team members? In connection with this, how do they involve their employees, stimulate them, and discuss their behaviour with them? Excellent leaders are expected to have an involved and coaching leadership style.
Care for production and productivity, the leader as a Role Model
In the fourth key area we see the leader as a role model: Leaders have the ability to inspire. This area relates to setting an example, and being an authentic leader with integrity, one who is not complacent and is open to change and learning. Excellent leaders are expected to display exemplary behaviour.