Thought leadership in responding to the challenges of a crisis

As Daniel Kahneman proposed, thinking Fast and Thinking Slow can be applied to support various leadership styles, each influencing decision-making processes and outcomes differently. I mentioned in my Saturday Spotlight that the combination of Kahneman's teasing questions about ways of thinking, Fink's health metaphorical four stages of crises and Heifetz's adaptive leadership principles could create a powerful synergy for crisis response. In the final chapter of my edited volume on Reimagining Public Leadership in a post-pandemic paradigm, I created an Integrated Leadership model for leading and managing in a crisis based on contributions from some of my colleague authors. In my Sunday Roast (posted late due to my taking time off over the weekend – how dare I, I hear you say!) I set the case for my suggested synergetic leadership approach. By the way, if you are interested in reading more about synergetics as a framework for leadership, see my detailed explanations on my web portal. https://selflessleader.org/rethink/leadership3-2/leadership3-components/synergy/

For this Sunday ROAST, my reality objective assessment of strategy and tactics in responding to crises, majors on the leadership styles set out by myself and my colleague contributors in the published volume last year. I then build on my alignment of both Kahneman and Finks, with a little bit of help from Heifetz, and suggest how these hitherto distinct but seminal contributions to the leadership debate can also align with Heifetz (in absorbing his seven principles of adaptive leadership) and then applying all of these to six leadership styles that emerged from our joint work in developing a post (Covid-19) paradigm for public leaders. In subsequent posts, I hope to work with my colleagues in exploring each of these leadership styles, which – in coming together – create our foundation of integrated leadership, which helps to inform the powerful synergy for crisis response. Remember from my earlier posts this weekend that crisis means any event which fits the definition of a potential turning point (for better or worse!). See my Saturday Spotlight yesterday.

?Situational Leadership

?Situational leadership, including the classics of Blanchard and Hersey and Mouton and Blake, will always be a factor in leading crises, whether it concerns "telling" (high task, low relationship behaviours), "selling" (high task, high relationship), "participating" (low task, high relationship) or "delegating" (low task, low relationship). Inevitably, leadership styles will also reflect what Grint views as the Emperor (Authoritarianism, Charisma and Presence) with low independence for the follower and high commitment to the task will also be contrasted with the Wheelwright, who encourages high independence and constructive dissent. In dealing with crises, directive leadership behaviour will be a part of the repertoire, especially in cases where the presenting problem is about to move into the acute stage of a crisis. I aim to consider some of the more realist and objective behaviours that will support the strategy and tactics in responding to a crisis irrespective of destructive consent (by the Emperor) or constructive dissent (by the Wheelwright). The prevailing situation will determine the best, by whom, when and for what purpose.

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Always ask, Why? When dealing with an emerging critical crisis, time will not enable the participative or delegative leadership style. How we lead should then follow, which is the focus of the remainder of my ROAST!

?I will consider each leadership style that can be adopted for different situations and draw on Kahneman and Fink. In subsequent newsletters and posts, I will continue to build a powerful synergetic foundation for leading crises.

?Emotional Leadership Style

Thinking Fast: Emotional leaders may rely more on quick, intuitive judgments and gut feelings when making decisions. This could lead to rapid responses to crises or opportunities driven by emotional intelligence and empathy.

Thinking Slow: Emotional leaders can also benefit from slower, analytical thinking to evaluate the long-term implications of their decisions. This might involve considering the potential consequences for individuals' emotions and well-being as well as broader organisational goals and values.

?Relational Leadership Style

?Thinking Fast: Relational leaders foster solid relationships and collaboration among team members, leading to quick decision-making through shared understanding and trust. This can facilitate swift responses to challenges and promote adaptability.

?Thinking Slowly: Relational leaders may also benefit from taking the time to deeply understand their team's dynamics, individual strengths, and weaknesses. They can tailor their leadership approach to nurture relationships and build a cohesive team culture using slower, deliberate thinking.

?Spiritual Leadership Style

?Thinking Fast: Spiritual leaders may draw on their values, ethics, and vision to guide rapid decision-making aligned with their organisation's purpose and mission. This can inspire commitment and resilience in times of crisis.

?Thinking Slowly: Spiritual leaders may also engage in reflective, contemplative thinking to connect with their deeper purpose and meaning. This can help them make decisions that align with their core values and contribute to long-term organisational sustainability, ethical integrity, and the longer-term well-being of those adversely affected by the crisis.

?These are generally individually focused leadership styles and ways of thinking, but we also considered outcomes in our volume articulating post-pandemic and post-pandemic leadership paradigms. I now align this to the discussion on fast and slow thinking.

?Outcomes and Multiple Levels of Leadership

?The interplay between fast and slow thinking within different leadership styles can lead to varied results, which our volume describes as Cooperative, Collective, and Collaborative Leadership.

?Thinking fast in a cooperative, collective, or collaborative leadership context can facilitate quick alignment and coordination among team members and enable agile responses across multiple organisations responding to the dynamic situations of a crisis. This will often occur in a crisis's acute and chronic phases.

?Thinking slowly can provide deeper analysis and consensus-building opportunities, fostering innovation and long-term strategic planning. The impact on outcomes will depend on how effectively leaders balance fast and slow thinking within their leadership styles. Overreliance on one mode of thinking over the other may lead to suboptimal outcomes, whereas integrating both can result in more holistic and effective decision-making, ultimately enhancing organisational resilience and success.

?Back to Why?

?When facing an emerging crisis (in either the prodromal or the acute phases, taking deep breaths and "Asking why?" as the first question catalyses engaging in slower, more deliberate thinking, which is essential for effective decision-making and problem-solving.

?I now return to the context of leadership styles.

?Emotional Leadership Style

?Asking why allows emotional leaders to pause and reflect on the underlying reasons and motivations driving their emotions and reactions. It encourages introspection and self-awareness, enabling them to make decisions aligned with their values and organisational goals.

?Relational Leadership Style

?For relational leaders, asking why fosters a deeper understanding of interpersonal dynamics and team relationships. It encourages empathy and curiosity, leading to more informed decisions prioritising collaboration and trust-building among team members.

?Spiritual Leadership Style

?Spiritual leaders often focus on purpose and meaning. Asking why prompts them to connect with their deeper values and vision, guiding decisions that align with their organisation's mission and contribute to broader societal or ethical objectives.

?In summary, asking why encourages critical thinking and exploring root causes rather than merely reacting to surface-level symptoms. It promotes a more comprehensive understanding of the situation, leading to more thoughtful and strategic responses. By starting with "why," leaders can uncover underlying issues, identify opportunities for improvement, and make decisions that address core challenges rather than just addressing symptoms. This approach fosters a culture of continuous learning and improvement, ultimately enhancing organisational effectiveness and resilience.

?Responding to Leadership Deficits

?Combining the elements of leadership styles, cognitive processes (fast and slow thinking), and the importance of asking "why?" can form a robust leadership model that addresses the three critical leadership deficits.

?The first is to fill the void of leadership by building Human and social capital. Let me provide some further examples given our suggested leadership styles.

?Emotional Leadership Style

?Emotional leaders can build human capital by fostering a supportive and empathetic work environment where individuals feel valued and understood. Connecting emotionally with others cultivates trust and loyalty, strengthening the organisation's social capital.

?Relational Leadership Style

?Relational leaders excel at building social capital by nurturing strong relationships and networks among team members. Their focus on collaboration and teamwork creates a sense of belonging and camaraderie, enhancing cohesion and collective efficacy.

?Spiritual Leadership Style

?Spiritual leaders inspire human and social capital by aligning individuals with a shared vision and purpose. By connecting deeply with the organisation's values and mission, they create a sense of meaning and commitment, driving collective efforts towards common goals.

?The second leadership deficit is the failure (or reluctance) to read people and see systems when faced with the pressure to respond to a crisis or make Changes.

?Fast Thinking:

?Leaders adept at fast thinking excel at intuitively reading people and situations. They can quickly assess individuals' emotions, motivations, and reactions, enabling them to adapt their leadership approach accordingly. Moreover, they possess a keen awareness of systemic patterns and dynamics, allowing them to identify areas for improvement and make rapid adjustments to drive positive change.

?Slow Thinking:

?Leaders who engage in slow thinking can analyse complex systems and relationships thoroughly. They gather data, conduct in-depth assessments, and consider multiple perspectives before implementing changes. By delving into root causes and underlying structures, they can address systemic issues and implement sustainable solutions that yield long-term benefits.

?The third leadership deficit is the inability or the avoidance of matching skills and experiences to Leadership.

?What are the Challenges to our leadership styles?

?Emotional, relational, and spiritual leadership styles bring unique skills and experiences, which can be leveraged to address specific leadership challenges.

?Emotional leaders excel at navigating interpersonal dynamics and fostering a positive organisational culture. Relational leaders thrive in building strong networks and collaboration among team members. Spiritual leaders inspire others toward a shared vision and purpose, driving organisational transformation and growth.

?In summary, this integrated leadership model combines the strengths of different leadership styles, leverages fast and slow thinking processes, and emphasises the importance of human and social capital development. Leaders can effectively navigate uncertainties, drive positive change, and lead their organisations towards success by focusing on reading people, understanding systems, and matching skills to challenges.

?I hope this helps explain how different approaches to thinking can help us decide which leadership style we will adopt and why. Second, the aim is to consider how your chosen leadership style will be enhanced by your choice of thinking fast or thinking slow, depending on the context and phase of the crisis that you are facing, and third, how you will deploy your leadership style and the chosen means of thought in tacking both the significant elements of the crisis that you are facing but also how to close the leadership deficits that so often emerge.

?Next week, I will provide more guidance on some tools and techniques to help you determine your style, thought approaches and leadership actions in dealing with the crisis that puts you under pressure to decide your courses of action as a pressurised leader.