Leadership is a topic in its own but not a topic to be discussed in isolation. Rather understanding that leadership is a process that is ever evolving and dynamic. Leadership is complementary to a group, but the group and the leader cannot be seen as two independent bodies. Leadership is a group process where innovation and leading is up for grabs for the motivated. However, this is possible only when leaders create an environment and put systems in place where the group is free to take the baton. My work is attributed to my study of Transactional Analysis and Hindu spirituality which will be evident throughout the article.
Acceptance of Power
Today nobody wants to talk about power. It is a taboo subject. Why? Leaders are constantly shying away from talking about power. Power is inevitably equated with authoritarian Kings and feudal systems. That is not what power is though, is it? The idea that I do not have power or that I do not assign any importance to using my power extends hopelessness of the self to the group. Using power in an authoritarian manner is a misuse of power and creates lack of autonomy and drive for the group. For effective leadership it is important for leaders to embrace the idea of power. Acceptance creates responsibility, worthiness of one’s position and the ability to create change.
Acceptance is a powerful word, giving the bearer the power of decision making and action. It is only when I accept something am I willing to take the necessary steps to sustain (Vishnu ability) or destroy (Shiva ability) it. Now as a leader if you are comfortable with the acceptance of power that you have, let us understand how you came about to become a leader.
As an individual you chose to harness the power you had within to set goals and targets, achieve them, motivate others around you to accept your vision and most importantly work tirelessly towards your goal. However, while the goal could have acted as the trophy what you were really doing was using the power of intention to stay with your values. The value of hard-work, collaboration, motivation, resilience, and consistency. However, most importantly you were able to use your power in understanding the human mind and empowering them to work towards a shared goal. So that brings us to the question - what makes an effective leader.
What makes an effective leader
Is an effective leader the one who is technically sound and has knowledge of the said industry? Is an effective leader the one who empowers others?
Without expertise anyone in a leadership role might not be able to garner the necessary respect and collaboration they seek from their colleagues. However, a leader who is deeply attached to his technical know-how may also alienate himself. Similarly, a lack of technical knowledge would mean that one becomes the team mascot, entertaining and motivating the team. The vulnerability to acknowledge or show technical lack could create envy and resentment towards any upcoming talent within the leader. This could result in me over and above them. Neither a lack of respect nor isolation could help with creating value as a leader. Eventually, it would lead to dismay, burnout and questioning one’s role in the organisation
Ideally a leader will need to have the technical know-how, out of the box thinking, seeing his colleagues as collaborators rather than competition, and most importantly creating leadership opportunities for others. It is important that leaders appreciate that their technical knowledge amongst many other attributes got them the seat at the table, but it is not what will make them effective leaders.
Understanding Leadership
There is not one definition of leadership that can be considered the most appropriate. However, an evolving and a dynamic leader could be they key to becoming a leader with power. Potency of a leader depends fairly on the ego states that he is operating from. I am mindful that I used the plural word ego states because it is important to allow cathexis in one’s position of a leader. Staying too much in one ego state could create rigid internal structures while losing the value a leader could bring to the group. As individuals we would all value a nurturing and an adaptive leader. However, the ability to disrupt the group such that some shuffling takes places for new players to find an opportunity and old players to dust of their shoes is a unique ability that a leader could possess. This leader is intuitive, understands his group imago and proceeds with cautioned movement to create a chaotic dance. Thus, bringing in action the Shiva ability which would help in eliminating outdated ways of thinking, create opportunities for new ideas to rise, and for team members to break away from their limitations. Following this distraction a new group will be created allowing for greater prosperity and flourishing (applying the Visnu aspect). If done properly the leader will emerge powerful yet again because he has created within his team the ability to rise to the (controlled) chaos and make the necessary shifts and changes allowing for talent and capability to take front seat.
References:
Clarke, J. I. (2017). The Synergistic Use of Five Transactional Analysis Concepts by Educators. Transactional Analysis Journal, 26(3), 214-219. https://doi.org/10.1177/036215379602600304
Korpiun, M. (2024). The Leadership Triad: A Relational Model. Transactional Analysis Journal, 54(3), 245-260. https://doi.org/10.1080/03621537.2024.2359294
Krausz, R. R. (1986). Power and Leadership in Organizations. Transactional Analysis Journal, 16(2), 85-94. https://doi.org/10.1177/036215378601600202
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