While most organizations operate somewhere between these two extreme leadership approaches, some do not. Three problems typically arise from both Inclusionary and Exclusionary leadership.. In view of the current chaos on Capitol Hill, it is easy to see why: Opposing styles forced to deal with each other tend to spend more time playing tug-of-war than collaborating on much of anything besides handing each other a courtesy plate during the noontime buffet.
Inclusionary styles seek idea sharing, buy-in, and group consensus. All of these happen before decision-making. The challenges with this approach include:
- Expediency suffers. As the old adage goes, there are times to lead, times to follow, and times to get out of the way. When time is of the essence delays can cause problems — sometimes quite big ones.
- Politics expand. Who has true influence? Who thinks he or she does but does not? Who is being heard and who isn’t? Politics can cause gridlock and discontent. Ideas that are embraced are perceived as winners. Those that are not feel like losers.
- Directional doubt grows among the masses. People are herd animals and more employees prefer to be led rather than pulled into discussions about which way to go. Doubts about leadership’s vision can cause disengagement and attrition, both of which are quite expensive.
Exclusionary styles — forceful leadership, where it’s “My way or the highway ” — leaves no doubt about who is in charge. In today’s modern workplace, this heavy-handed approach creates a different set of problems. Leaders can get away with it if they own the company. But if not, here’s what typically happens:
- Contrasting apertures. The curve of the lens through which we look at the world is a singular prescription formed by our upbringing, core beliefs, and life experiences post-puberty. A forceful leader will have his or her inflexibly unique aperture. He or she will not care what others think, believing that positional power dictates the right to do what they want, when they want, for reasons they believe to be true. Employees who see the world differently will, sooner or later, become disenchanted.
- Employee devaluation. The number one reason a good employee chooses to leave an organization is that he or she is not growing personally, professionally, or both. Talent, as I am fond of saying, has options. When employees truly feel valued, they engage. When someone feels devalued, he or she will drift toward some degree of disengagement. Managing the emotional experience of the workforce is a blend of art and science, an area of expertise almost unto itself. When the nurturing of employee emotional equity is a blind spot to a forceful leader, over time the natives will get restless. They will vote with their feet or agitate, both of which are subversive to success. Morale problems escalate.
- Better methods are squelched. Together we are smarter than any one of us alone. A stern leader who insists on relentlessly proving positional power squelches the flow of better ideas. Narcissistic leaders, for example, truly believe that they are the smartest ones in the room. They may be about some things — but never about all.
In Washington the Congress and Senate, by charter, are inclusionary organizations. In theory the presidency is too. Part of the current president’s dismal results — appalling by any quantitative or qualitative measurement you wish to use — stem from his contrasting approach to leadership. He is a textbook exclusionist. As such, he will continue to struggle until learning to flex his style to meet the needs of those who can enable or disable his initiatives. Some leaders can change, some cannot. Time will tell soon enough.
Much like contrasting styles make for interesting fights — sluggers versus slick boxers, for example — so do differing leadership styles.
Effective modern leadership styles require a broad range of flexible, adaptable, and situational skills. Great leaders tend to listen well, seek and take advice, inspire action in others, and make calculated risk decisions when the time is right. They are information savvy and people-adept. They know when to lead, when to follow, and when to get out of the way.
Hopefully you work for a great one. If so there is much to learn by observation and interaction. And when your turn comes, remember that what go you to the top might not work once you’re in the hot seat. Stay nimble, flexible, and open to the equity in your people. The power is there.
