What do we mean when we talk about leaders? Certain kids are leaders on the playground. Adults lead countries, organizations and movements. We refer to leadership skills and even thought leadership…
This topic always sparks debate, regardless of the context. Are leaders born or do they develop through experience, over time? Can leadership be taught—or learned? How much of a role does charisma play in the ability to lead effectively?
We may disagree about who or what it takes to be a leader. But instinctively, we pretty much know one when we see one.
We do tend to agree on some characteristics of effective leaders, though: They have confidence, they inspire, they admit mistakes, they are constantly learning, they tend to bring out the best in others. And we use all kinds of metaphors when referring to good (or bad) leaders—teachers, gurus, even mad men. It’s often said that leaders are like artists.
Image courtesy of Simon Howden / FreeDigitalPhotos.net
But a popular book out now links the leaders and artists differently. Michael O’Malley, Ph.D., and William F. Baker, Ph.D., are the authors of Every Leader is an Artist, a book in which they make the case that leadership is art, not like art.
Outstanding leaders and artists do share a lot of qualities. They make us look differently at the world and at ourselves; they challenge us; they have the ability to excite us; and they motivate us. Both groups provide a focal point for coming together: Through them, we have shared experiences that we wouldn’t otherwise. They give us reasons to talk about our common points of reference and express differing points of view. As Dr. O’Malley writes in a recent blog, “Leadership and art both can change our lives in ways that are as invigorating and real as being hit by a wave.”
We tend to talk about leaders and works of art with similar language, too. If they’re good, we may say they are inspiring, consistent, creative, unique, passionate, or engaging. And if not, we describe them as unpleasant, phony, inept, unfocused or ordinary.
So it just makes sense that we can look at and gauge leaders through the same lens that we look at artists and their art. In fact, in Every Leader is an Artist, there are 12 suggested criteria for judging the “art” of any particular leader.
- Intent. Are they committed to achieving certain exceptional ends?
- Focus. Can they separate the important from the trivial (and help others do the same) in the business environment?
- Skill. Are they exceptional in critical aspects of business? Do they have that fundamental ability to understanding people, organizations and how work gets done?
- Form. Do they combine their communications, structures, policies, etc. into a unified, coherent whole?
- Representation. Do they communicate in ways that are captivating and not obvious—as opposed to giving simple directives and making straightforward declarations of fact?
- Imagination. Do they create new awareness and understanding by making surprising and unconventional departures from the ordinary?
- Authenticity. Do they express their individuality and personal beliefs honestly and distinctively?
- Engagement. Do they offer complex and challenging information that stimulates the intellects and imaginations of others?
- Pleasure. Do they provide shared, emotionally rewarding experiences that promote stronger bonds and personal fulfillment?
- Human significance. Do they cause others to reflect about who they are, what’s important, what’s culturally valuable and what’s possible?
- Context. Are their actions consistent with institutional practices, customs, demands, and norms—and do they communicate in ways that are understandable and appropriate?
- Criticism. Do they welcome conversation and evaluation from others regarding their performance and how they are viewed?
No one can succeed in all these areas all the time. Every leader has a unique blend of strengths and abilities. Less-than-effective leaders reveal themselves when they have only two or three. Think about individuals you’ve known (or worked for!) that perhaps excel but only in one or two areas: Humanists, who celebrate birthdays and try to make the workplace pleasurable and fun. Traditionalists who are “by the book” and nothing else. Technicians, who are bureaucratic navigators who groove on rules, policies and structure. And then, of course, the “non-directive shape-shifters” who are always on top of the next new thing and the next…
What does this mean to any of us? That leadership, whether you’re heading up a Fortune 500 company or a quick-service restaurant, is an infinitely complex and truly artistic pursuit. Leaders orchestrate the many activities of a business in ways that demonstrate skill and build relationships. They get results—but in ways that tap into the interests and abilities of those around them and shape your business in positive ways.
