The Myth of the Well-Rounded Leader

Keith Roberts

Gallup Consulting

twincities@gallup.com

gallup.com

Topic: Leadership

Out of 1,001 U.S. adults recently interviewed by Gallup, 97% rated their ability to lead as being at or above average.  

Think about that for a moment.

Despite the fact our children are all “above average,” that same effect cannot possibly extend into the boardrooms of Minnesota enterprise. Or can it? 

People choose to follow leaders for very specific reasons. When asked, followers were able to describe exactly what they need with remarkable clarity. All followers sited needing trust, compassion, stability, and hope from a leader.  

The chances of employees being engaged at work when they don't trust a company's leaders are just 1 in 12. On the other hand, the chances of employees being engaged at work when they do trust the organization’s leaders are better than 1 in 2. The engagement implications of absenteeism, turnover, shrink, safety, productivity, and profitability are profound — and a distinct competitive advantage.

Over the years, Gallup scientists have studied more than 1 million global work teams, conducted more than 60,000 in-depth interviews with leaders, and spoken with more than 10,000 followers. In studying the needs of leaders and followers, Gallup’s research reveals four domains of leadership talent.

Executing
Leaders who are dominant in the Executing domain are those you turn to time and again to implement a solution. They work tirelessly to get something done. People who are strong in the Executing domain have an ability to take an idea and transform it into reality.

Influencing
People who are innately good within the Influencing domain constantly sell their team's ideas inside and outside the organization. When workers need someone to take charge, speak up, and make sure the group is heard, they look to someone with the strength to influence.

Relationship Building
Those who lead in the Relationship Building domain are the glue that holds a team together. The talent of bringing people together — whether it is by keeping distractions at bay or keeping energy high — can transform a group of individuals into a team capable of carrying out complex projects and goals.

Strategic Thinking
Leaders with great Strategic Thinking talent are leaders who keep everyone thinking about what could be; they are able to keep workers focused by pulling their team into the future. They continuously absorb and analyze information and help their team make better decisions.

Beyond identifying the four leadership domains, one of the most startling conclusions of Gallup's research is that there is no one talent all good leaders possess. What's more, the most effective leaders are not well-rounded at all; instead, they know their talents, use them to their advantage, and form complementary partnerships to help “round them out.” 

In terms of Minnesota enterprise, it’s okay that the best leaders not are well-rounded — but it’s absolutely essential that the best executive teams be. 

Further Information
For more information on strengths-based leadership, contact twincities@gallup.com.

2010-09-14 23:00:00 -0600

2010-12-01 10:24:44 -0500