Sue Ashford, a professor at the University of Michigan’s Ross School of Business, breaks down her research on leadership and how everyone can reach it. She explains the benefits of shared leadership and offers tips on growing leadership skills in yourself and your employees.
Leadership is a fluid concept that can be developed by anyone, regardless of their official position.
Teams with multiple leaders tend to perform better, as it allows for diverse perspectives and a more collaborative environment.
Deep dives
Leadership is fluid and can be developed
Leadership is not static or limited to certain individuals, but rather a fluid concept that can be developed with practice. It is not something that people are born with, but rather a skill that can be cultivated over time. According to Sue Ashford, a professor at the University of Michigan's Ross School of Business, identifying as a leader can come from others acknowledging our leadership potential or from our own desire to develop it. In exploring the idea of leadership structures in teams, it is important to question whether there should be one leader or multiple leaders. Research suggests that teams with multiple leaders tend to perform better, as it allows for diverse perspectives and a more collaborative environment.
Granting leadership and the importance of followership
Leadership is not solely about individuals claiming leadership status, but also about others granting them the leader identity through followership. Granting leadership occurs when individuals actively support and follow someone who exhibits leadership behaviors. It is through followership that a person's leader identity is affirmed. However, it is crucial to challenge the assumption that there should only be one leader in a group. Beliefs about leadership structure in teams differ, with some advocating for multiple leaders. Embracing the idea of shared leadership can lead to a more inclusive and supportive team dynamic.
Developing a leader identity and overcoming barriers
Many individuals hesitate to see themselves as leaders due to internal barriers and societal perceptions. Developing a leader identity requires a combination of inward personal growth and external performance. It involves adopting a learning mindset, setting goals, experimenting with leadership behaviors, seeking feedback, and reflecting on experiences. Overcoming the fear of claiming a leader identity is crucial. This can be achieved by building psychological safety within teams, creating a warm and inclusive team culture, providing opportunities for individuals to step into leadership roles, and encouraging managers to reinforce and support potential leaders. By empowering individuals to feel comfortable with the leader label, organizations can cultivate a culture of shared leadership and enhance team effectiveness.
Sue Ashford, a professor at the University of Michigan’s Ross School of Business, breaks down her decades of research on leadership—who achieves it, and how a group grants it. She explains that the world isn’t divided into leaders and followers. Instead, it’s a state that everyone can reach, whether they’re officially in charge or not. She also explains why shared leadership benefits a team and organization. Ashford offers tips on how to effectively grow leadership in yourself and your employees.
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