Q: We hear so much about “leadership” these days.  How do you define it?

A: While I do not know how to define leadership in all of its scope, I can offer the working pieces that comprise its foundation: a set of attributes allowing one person to assume decision-making authority for a group and for the group to readily accept that person’s judgment; involves, but is not limited to, assertiveness, powers of analysis, assessment and execution; not easily earned, and  comes most often after experience, testing and superseding many different kinds of challenges involving many intangibles.

In a recent Harvard Business Review Article, “Connect, Then Lead”  (Amy J C. Cuddy, Matthew Kohut and John Neffinger, July-August 2013), the question is posed whether it is better to be loved than feared.  The authors suggest that although many leaders “tend to emphasize their strength, competence, and credentials in the workplace,” this may be an unproductive approach.  In other words, the manager who is disliked is unlikely to develop a following and will ultimately not succeed.

Rather, the way to influence and to lead “is to begin with warmth” (Cuddy, Kohut and Neffinger). This is a revolutionary idea in some sectors where command-control leadership styles have persisted unchecked for decades.  Many of us still hold the idea of a quintessential leader as one whose personal strength enables him/her to face any challenge undaunted.  This article counters that notion and suggests that the ability to make human connection underlies true leadership.  In other words, engaging the “followers” is a critical aspect of leadership. Those leaders who “take no prisoners” would have a difficult time meeting this connection model.

Another way to frame the discussion is to evaluate the role of “buy-in” in the successful execution of business goals.  If there is no “buy-in” or connection among those charged with implementing a priority, then the chances of success are much diminished.

Successful leaders get things done, so they need to pay attention to how they relate to their team-members and subordinates.  At the core of this discussion is a set of issues related to group dynamics and taking credit.  When “success” is defined in terms of one individual and his/her career path, then it tends to turn on personal accomplishments, attributes and credentials.  By definition, it becomes unilateral. But, when the group gets to take credit for success, there is increased likelihood of collaborative behaviors, and the connection factor probably happens as a matter of course.

Contact Karen Alphonse at Karena@execSearches.com or visit ExecSearches.com for more information about our career coaching services.

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