The Leadership Lesson I Learned from my Dog

Our Frenchie who goes by ElleV (short for Louis Vuitton and yes there's a story there) rules the home. I'm unsure as to the exact point in time when she decided she was the queen and we were her subjects but that's the reality. Recently, someone make a remark how dogs often represent their owners. I didn't know how to take that until I dug into it a little bit.

Here's a quick inventory:

Ok, so maybe there's some truth in the statement huh? So what does this have to do with leadership lessons?

Teams are often a reflection of their leaders!

I think this statement is said often but rarely thought about-much like the whole "dogs are like their owners".

I have had the fortune of coaching numerous teams and their leaders throughout my career. I can say with certainty that teams who have worked together with their leader for extended periods of time definitely resemble the ideals, thought patterns, attitude, and mindset of their leaders.

The Science

Research shows that the phenomenon of teams reflecting their leaders’ characteristics is deeply rooted in social and organizational psychology. A study published in the Journal of Applied Psychology found that leader behavior significantly shapes team dynamics, with 58% of a team’s performance variability being linked to the influence of its leader (Schaubroeck et al., 2016). This happens due to a psychological process called behavioral mimicry, where employees subconsciously adopt the attitudes, decision-making styles, and emotional responses of their leaders over time (Barsade, 2002).

Harvard Business Review reports that teams with leaders who actively demonstrate positive emotional patterns, such as resilience and optimism, are 36% more likely to exhibit high engagement and satisfaction (Goleman, 2013). The extended interaction, combined with the leader’s role as a behavioral model, creates a culture where the team embodies the leader’s vision, values, and work ethic, reinforcing the alignment between leadership and team outcomes.

The Impacts of a Team's Behavioral Mimicry - Organizationally

The fish rots at the head. (Attributed to the Greeks)

The phrase emphasizes that dysfunctions within teams or organizations are usually reflective of flaws at the top leadership level. Oftentimes, I work with leaders who are absolutely befuzzled by the actions or cultures of their teams. It doesn't take long for most coaches to correlate the behaviors of the teams with the mindset and/or behaviors of the leader.

• If the leader is a "charge forward" mindset, their team will push through anything to accomplish the mission.
• If the leader has a "conscientious objector" mindset and enjoys being the "realist" on the leadership team, their team will often appear to be cynical or negative.
• If the leader avoids reality, their team will follow suit and ignore clear signs of potential obstacles only to suffer from surprise when the inevitable occurs.

This is why it is so critical to avoid rushing through the hiring process for leaders. Hiring a leader is one of the most impactful decisions an organization can make. It requires the organization to really take the time to paint the picture of what the ideal competencies and behaviors the leader needs to help the organization succeed.

The Impacts of a Team's Behavioral Mimicry - For the Leader

Gut check time: which of your traits are your team members mimicking?

In my book High Performance Recruiting, I introduce my Leadership Matrix to help leaders identify what type of leadership style is needed based on two factors: team health and conflict.

Here are a couple of symptoms and how you can check yourself to see if you are the root of the team behavior.

1. Shepherd Leader: Prioritizing Team Health and Stability

A Shepherd-style leader values team cohesion and well-being. They focus on creating a supportive and nurturing environment, which results in teams that are highly collaborative and committed to one another. However, the downside of this approach is that it can foster a culture of dependency, where team members struggle to step outside of their comfort zones or address conflict directly. One of the signs of high performance is the appreciation of respectful conflict. Complete conflict avoidance can be a sign of a team who prefers the comfort zone.

2. Change Agent Leader: Championing Innovation but Risking Burnout

Change Agents inspire teams to embrace transformation and push boundaries. Their teams are often seen as the spark behind groundbreaking initiatives. But this can also lead to instability if the pace of change becomes overwhelming or if the peer groups feel they’re constantly being pushed beyond their limits.

3. Doctor Leader: Diagnosing Issues but Risking Micromanagement

Leaders who adopt the Doctor style are analytical and quick to diagnose team issues, prescribing specific solutions. Teams mimic this attention to detail, becoming more focused on data and diagnosis. However, the negative side is that teams may also adopt a reactive mindset, where every minor issue is treated as a major problem, leading to paralysis by analysis. This team may want to have a retro meeting and policy for every minor issue.

4. Navigator Leader: Guiding Through Conflict but Risking Rigidity

Navigators are excellent at steering teams through conflict and ambiguity. They bring clarity and direction to challenging situations, helping the team to stay focused on long-term objectives. However, this style can also result in a rigidity that stifles creativity and agility, as teams may become overly reliant on the leader’s guidance rather than developing their own ability to navigate uncertainty.

5. Negotiator Leader: Balancing Conflict and Compromise, Yet Risking Indecision

Negotiators excel in mediating conflicts and finding a middle ground. Teams that mirror this style are often collaborative and adept at handling disagreements. However, an overemphasis on compromise can lead to teams becoming indecisive or risk-averse, preferring consensus over decisive action. They can also take on the role of the ever-present "conscientious objector", feeling the need to always be the voice of reason in the room.

Conclusion

So what does this have to do with my dog? Well, I realized that she's a lot like me even though I don't like some of her behaviors. It also made me stop to think about my teams and how my behaviors and mindsets influence them and ultimately the organization.

If you're experiencing some issues with your team or someone else's, take a moment and analyze the leader. If you are in senior leadership and your organization has pockets of unrest or disturbance, spend more time analyzing the development needs of your leaders versus just turning over your staff. You have to get to the root of the issue and in my experience, it starts and ends with the owner aka the leader.