Leaders emerge from among us. They captivate us. They woo us. They are intelligent, visionary, and charismatic. They know the way, and we are willing to follow them. Hundreds of books have been written to extol the virtues of leadership, and how each and every one of us can develop ourselves to be this type of magical person.

The fact of the matter is that bad leaders exist - everywhere as outlined in Barbara Kellerman's book - "Bad Leadership".

Bad Leadership – Two Views

Within the bad leadership group there are, in fact, two different kinds of bad leader – the ineffective and the unethical. In the case of an ineffective leader, the risk is that their leadership qualities (or lack of them) will lead the organization down the wrong path, unbeknownst even to themselves.

In the case of the unethical leader, they may also lead their organization down the wrong path, but knowingly and callously. Either way, organizations can no longer rely on watchdogs, regulatory bodies, or their Board of Directors to track down bad leadership. In this new economy, everyone is responsible for ensuring that leadership is not only ethical, but highly effective.

Bad Followership – Two Risks

The inherent risks of bad leadership are multiplied by the fact most organizations are full of employees who are looking for stability, certainty and direction. In those organizations, the choices, actions and decisions of the leader may never be questioned or challenged because of the desperate need those employees have to believe the leader, if for no other reason than the leader is the leader.

The second risk is the one of manipulation and wrongdoing which can grow exponentially when the bad leader realizes the level of the misplaced trust their employees have in them. This can embolden them and drive them even closer to the edge of disaster.

In short - it is everyone's responsibility regardless of where they reside in the organization to demand good leadership.

Follow the Leader

Throughout history, in business, sport and politics, all great leaders have one thing in common – the ability to attract willing followers. The problem is, willing followership is different from compliant or indifferent followership. The leader needs to be a good steward of the followership and the followership needs to assume responsibility for good leadership.

As a child growing up, we are all challenged by our parents with a question that invariably tests our strength of character – it goes something like this - "If 'so and so' jumped off a bridge, would you do it, too?"

Employees can never become lemmings. Employees have the right to and must 'question the answers, the logic and the assumptions'. Regardless of the leader, or their vision, followers must take it upon themselves to understand the motivations of the leader, and know the effects of the vision on the long term 'health' of the organization, group, or society at large.

Two new roles for the Leader

For an organization to thrive in today's business environment a new dynamic must unfold and a new set of responsibilities must be vested. On the part of the leader, there must be a realization their role is to be the "Chief Door Opener". They must assume the active role of removing roadblocks and obstacles so their employees can speak and to heard. The leader is responsible for the quality of the air the organization breathes and fresh air, in the form of open, honest communication is the only way to go.

The second role of the leader must be to assume the responsibility for knowledge transfer and knowledge sharing; to act as the Head Mentor for the organization and to spread knowledge like a virus. From the perspective of the employee, there must be a 'hunger' to take on as much responsibility for the functioning of the business as possible. This frees up the time of the leader to then make the employee as effective as possible. Employees must be invited to and must want to involve themselves in as many decisions as possible.

Bad Organizations Have a Leader

Great organizations have dozens, or hundreds, or even thousands of leaders. Organizations that truly embrace leadership, understand that it is, in and of itself, a "core competency" of each and every employee. Leadership is not about power, it is about influence, and influence rests at every level.

When an organization has a leadership ethic there is a tendency for employees themselves to become stewards of the company and take on projects with passion and enthusiasm, as though the organization was their own. If your organization is dependant on a single figurehead, there may come a time when that individual can no longer run the company, and the entire organization then loses momentum and focus.

In Our Opinion
Top 5 Books on Leadership

As a diversion from our standard approach in this section, we are pleased to share with you our Top 5 Leadership books.

What the Best CEO's Know – Jeffrey Krames

A great series of short 'stories' on the leadership styles of the best CEO's. This book highlights larger than life CEO's such as Bill Gates, Jack Welch, and Sam Walton.

On Becoming a Leader - Warren Bennis

Touted as one of the best business books of all times, and written by the master, Warren Bennis, this book outlines practical tips on – becoming a leader. This classic profiles leaders from business, political, and social environments.

The Four Obsessions of an Extraordinary Leader - Patrick Lencioni

This book is both practical and inspirational. Educating the reader through stories, as only Lencioni can, The Four Obsessions is, in essence, a hardcover case study.

Primal Leadership - Daniel Goleman

In this book, Daniel Goleman applies his theory of Emotional Intelligence to leadership. He builds a compelling case to become a 'resonant' leader, and builds a compelling motivation to change.

Less is More - Jason Jennings

Although this book isn't purely about leadership, Jason Jennings profiles the characteristics of a series of highflying CEOs. His "11 traits of a leader" is a remarkable list by any standard.

Our Monthly Rant
If you're not the Lead Dog …

The old adage goes, "if you employ a 'yes-man' then one of you is redundant". It is also written that the world's population can be broken down as follows: 96% followers, 4% leaders. The question then becomes – how many of this elusive 4% can you get on your payroll? There is a leadership shortage, and it will eventually effect your organization. What can you do – now – to position yourself as the employer of choice for the leaders your organization will so desperately need in the coming years?