Last week I introduced you to a book I just finished reading, Launching a Leadership Revolution by Brady and Woodward (2006), and I stated that this book is a treasury of solid leadership principles which we all can apply to our own leadership development. In last week’s blog I highlighted one of the themes from the book that is very important to my own leadership style, servant-leadership, and this week I want to zero in on another specific theme which I believe goes hand in hand with servant-leadership. Brady and Woodward state, “Leadership is the influence of others in a productive, vision-driven direction and is done through the example, conviction, and character of the leader.” While I could write volumes on this statement as a whole, for this week’s blog I want to focus on one aspect of their definition of leadership – “example.”
When Carol Bartz was the CEO of Autodesk, she was quoted as saying, “The role model mantle is a pretty heavy one. A lot of times I would like to pretend I’m not one, because it is pretty weighty. [However,] you have to show by example what is important.” Nelson & Trevino (2004) state that, “Managers should prove their commitment through personal example,” and quote Thomas Jefferson as stating, “Never suffer a thought to be harbored in your mind which you would not avow openly.” In an article using Alexander the Great and Winston Churchill as examples, Broudy (2010) makes the argument that to be a strong and effective leader, one must be a strong role model, because the end goal is for the employees to become “a perfect reflection of you.” Broudy takes it to another level by outlining seventeen leadership qualities believed to be important to be modeled and emphasizes that modeling can become a great advantage for the leader. Broudy warns, “No matter what you tell them the rules are, the real rules are defined by your own actions” and “Nothing breeds resentment faster than double standards.”
The above examples are leaders who have modeled the proper behavior to the people in their organizations and understand that it is part of their responsibility as a leader, just as Brady and Woodward have stated. In addition, my research has found many more examples of other leaders taking on the responsibility of modeling and leading by example. These leaders exist in all fields, the public sector, and in non-profit organizations, small business, and large, global corporations. A corporate example is Dave Pottruck, who became the CEO for Charles Schwab & Co. in 1998 and, during his time with them, reinvented himself and the way he led the organization. Melymuka (2000) quotes Pottruck when he states, “Modeling behavior is a prime part of every business leader’s job. This is not an easy thing to do because we all have our weak moments, but we strive to be the best we can be. That’s the responsibility that comes with the job. If you don’t want the responsibility, don’t take the job.”
Brady and Woodward are clear that the example set by a leader is paramount to the overall success, effectiveness, and health of a team, organization, family, or business. I would echo this importance as I have found it to be true that people will most often become, as Broudy stated, “a perfect reflection.” As a leader, I know that there are times when I hope people won’t reflect me, but I must always be doing my best to be the person I would want my team to be as well. Leading by positive example is an absolute must.
Next week, we’ll wrap up our look at LLR (Launching a Leadership Revolution) and I’ll have some recommendations as to how to study the principles further. In the meantime, serve the people who follow you and lead by example. I will attempt to do the same.
Lead well.