Leadership is not a privilege.

For years, leadership has been viewed as something left to professionals at the top of organisational structures who hold significant power and authority. This depiction of leadership as a preserve makes leadership a prize, making it feel like one needs to go through multiple hoops to get to the top.

However, the high position of leadership is not only outdated; it is also restrictive.

This portrait is oppressive in many ways, for it constructs a model that discourages innovation, blurs out talent, and crushes morale. It is evident that it is time to dismiss this notion and understand that while real leaders are a responsibility, it is not a prize designated for a few people who occupy an elite position.

Leadership goes beyond hierarchal structure. It is about influencing others, modeling what is correct, and effecting positive transition. People model real leadership every day, they include the frontline employee who innovates to improve consumer experience, the mid-level manager who stands up for the welfare of her workers, or the new comer who inspires her colleagues with a new perception.

These exude that leadership is action; it is not about position.

An organization that adopts a top-down approach to leadership risks leading into a culture of disconnection. Employees who view leadership as a distant robe are left feeling unsupported and are unable to move without following instructions.

They are reduced to mere cogs in a wheel and are unable to help make the firm more adaptive to thrive in this fast-moving world. Additionally, if leadership is seen as a preserve beneath C-suite, it can create a toxic imbalance.

This means that decisions are made by individuals who have the least connection to those influenced by their actions. This disconnection and lack of accountability can lead to increased dissatisfaction.

Hence, a culture of recognising leadership at all levels should be instilled within organisations. Democratic leadership can be promoted by training all employees to exhibit leadership skills, rewarding leadership skills regardless of job title, and nurturing leadership behavior in the workplace.

Organizations will not only be more adaptable and innovative, but they will also have a more diverse and inclusive work environment by democratising leadership. In the workplace of today, such a perspective shift is necessary.

Considering that businesses must cope with accelerating advances in technology, rapidly evolving customer expectations, and other factors—organisations need leaders at all levels capable of grappling with increasingly complex situations.

Leadership must be seen as a capability that is owned collectively, with every person in the organization having the capacity to emerge as learners and leaders. For those already in high position, be advised leadership is not an incentive; it is the duty to model it in the workplace.

Support it, develop it, share it, and, most significantly, stop undoing it with ideas of hierarchies that are outdated and useless in this century. Leadership is too crucial to restrict it to the very top levels of an organization. Leadership must be the lifeblood that pulls all of the organization’s veins.

Therefore, I am not merely advocating for this action; but rather, I am spearheading this revolution that demands a novel way of understanding and practicing leadership in the modern-day industry. Let us reinvent leadership not as a peak to climb up but as a trail that all of us can march shoulder to shoulder.

What are the Leadership behaviours?

Leadership extends beyond traditional boundaries and hierarchies, touching every aspect of both business and interpersonal relations. True leaders exhibit behaviours that drive their organisations forward while fostering a positive and adaptive culture.

Here, we explore key leadership behaviours, their impact on business and people, and initiatives that anyone can undertake to embody these leadership qualities:

Business Impact Behaviors

1. Thinks Strategically

• Behaviour: Anticipates future trends and aligns long-term objectives with business strategy.
• Initiative: Engage in regular strategy sessions, contribute ideas that align with future goals, and stay informed about industry trends.

2. Acts Commercially

• Behaviour: Understands the market and makes decisions that enhance competitiveness and profitability.
• Initiative: Make data-driven decisions, seek to understand the financial implications of your actions, and prioritize cost-effective solutions.

3. Innovates

• Behaviour: Challenges the status quo and seeks out new methods and technologies to improve efficiency and effectiveness.
• Initiative: Propose new processes or tools that can improve workflows, participate in or lead a team dedicated to innovation.

4. Delivers Results

• Behaviour: Sets high performance standards and ensures accountability to meet or exceed those targets.
• Initiative: Establish clear, measurable goals for yourself and your team, and regularly track progress against these goals.

Impact on People

1. Inspires Others to Action

• Behaviour: Motivates and energizes others, leading by example and advocating for the team’s vision.
• Initiative: Share inspirational stories of success within and outside the organization, recognize the efforts and achievements of peers and team members.

2. Collaborates to Win

• Behaviour: Works effectively across functions and teams to achieve shared goals, building trust and mutual respect.
• Initiative: Seek opportunities for cross-departmental projects, promote a culture of teamwork, and help dismantle silos within the organization.

3. Develops Self and Others

• Behaviour: Invests in personal growth and supports the development of others through mentoring and providing feedback.
• Initiative: Attend workshops and training sessions, offer to mentor junior colleagues, or start a peer-learning group.

4. Shows Openness to Change

• Behaviour: Adapts to changing circumstances and encourages others to embrace new ideas and methods.
• Initiative: Lead by example in supporting change initiatives, provide constructive feedback on new processes, and adapt quickly to new directions.

Practical Steps to Leadership

To truly embody these leadership behaviours, begin by self-assessing which areas align most with your current roles and which areas require development. Set personal objectives that align with these behaviours and actively seek feedback from colleagues and supervisors on your progress. Leadership is a journey that involves continual learning and adaptation.

By embracing these behaviours and initiatives, anyone within an organization can demonstrate leadership. This proactive approach not only propels the business forward but also cultivates a supportive and dynamic work environment. Leadership, therefore, is not confined to those at the top; it is an opportunity available to all who are willing to take initiative and inspire change.

Looking for numbers or KPIs are manager duties. If you aspire to be a leader, find your way to be genuine one.