Leadership is about navigating complex webs of relationships towards shared goals. It is what we do when we don’t know what to do.
Authored by: Amber CY Tsai, Postdoctoral Research Fellow, University of Tasmania, Toby Newstead, PhD, Leadership Scholar and Executive Leadership Coach, and Joseph Crawford, PhD, Organisational Behaviour Researcher
Against the backdrop of the multi-billion-dollar leadership industry, within which little consensus exists in relation to what leadership actually is or how to develop it, and in consideration of the often-bemoaned gap between research and practice, Talking Leadership Development showcases diverse perspectives in an effort to distil synergies and lift the understanding and practice of leadership development in Australia and beyond.
On 5th July, a panel of four leadership experts came together to discuss the question “What is leadership?”. Hosted by Dr Toby Newstead and Dr Joey Crawford from the University of Tasmania, the panel included Adam Gowen from Country Universities Centre Southern Shoalhaven; Professor Amy Tian from Curtin University; Associate Professor Nathan Eva from Monash University; and Katherine Ellis, CEO of Leadership Victoria.
The premise is simple: in order to effectively develop leadership (and therefore justify the exorbitant spending on it), we need greater clarity on what exactly ‘it’ is.
What is Leadership? Four Perspectives
Leadership as a Network of Relationships
Adam Gowen opened the discussion by sharing a reflection of a Yuin story about Ngaran Ngaran the Lyrebird a bird known by many as a “mimic”. In Yuin understanding, this bird is not a mimic but the “speaker of all languages” and “singer of all songs”. Gowen drew parallels between this bird’s role in distributing language and knowledge to different entities and leadership’s role in complex networks of relationships. He emphasised understanding one’s own position, the positions and relational ties of others, and the purpose of knowledge transmission within a community.
Leadership, Gowen suggested, is not just about knowing what to say, but understanding when and how to communicate within a complex web of human and non-human relationships. He concluded with a teaching from his cultural mentor, Uncle Max Dulumunmun Harrison: “See the land, the beauty; Hear the land, the story; Feel the land, the spirit.” (Harrison, 2013, n.p).
Contextual and Adaptive Leadership
Amy Tian highlighted leadership as a goal-influencing process that must be contextualised and adaptive. She unpacked the concept of leadership beyond just the individual leader, emphasising the importance of relational behaviours and how leader influence is evaluated by others within specific contexts.
There is no one-size-fits-all in leadership; it’s a journey of continual adaptation and relational dynamics. Tian stressed that understanding the core elements of leadership—vision, context, relationships, and goals—is crucial for interpreting leadership in different situations. “As leaders, we must constantly adapt and evolve, considering the context and feedback from those we aim to lead,” she noted.
Distributed and Follower-Centred Leadership
Nathan Eva provided a simplistic yet profound definition of leadership as “influence” and briefly surveyed various theoretical approaches including trait, behaviour, process, and cultural theories. He discussed different leadership models and competencies needed to mobilise followers and environments, advocating for follower-centred approaches like servant leadership.
Leadership, Eva argued, is as diverse as the contexts in which it is practised, involving traits, behaviours, and adaptive strategies. He emphasised the importance of not defining leadership solely by outcomes. “It’s essential to consider what leaders actually do—the specific behaviours and capabilities that can be developed to achieve desired effects,” he explained. This approach underscores the dynamic nature of leadership, shaped by various contextual factors and developing over time.
Vision, Mobilisation, and Stakeholders
Katherine Ellis emphasised leadership as having a clear vision for positive change and the ability to mobilise others to achieve it. She acknowledged that not everyone is suited for leadership and that much of it involves addressing current problems, not just inspiring new ideas.
True leadership, Ellis suggested, shines in times of uncertainty and crisis, guiding others towards a better future despite the challenges. Drawing from her experience, she shared an example from her tenure as Head of Youth Affairs for the Commonwealth of Nations, where she had to navigate a complex and financially constrained environment. “Never waste a good crisis,” she advised, highlighting how crises can catalyse significant leadership opportunities and drive meaningful change.
Each panellist’s perspective highlighted both the potential and challenge of leadership. Leadership can drive positive change and innovation, but requires navigating complex relational dynamics and being adaptable to different contexts. Leadership fosters growth and progress, both personally and within organisations. It also demands continual adaptation in consideration of context and feedback.
Comparing and Aligning Perspectives
After the initial presentations, the panellists delved deeper into the nuances of leadership, addressing questions from the host and audience, and exploring the complexities of effective leadership, which points to what this means for how we might develop leaders and leadership.
Balancing Charisma and Humility
The allure of charisma was noted, but closely followed by cautionary tales of how and when charisma alone is not enough. Ellis opened the follow-up discussion by questioning the effectiveness of charismatic leaders who sometimes create more problems than they solve. Eva continued the conversation with a story about a bank manager during the global financial crisis who stepped aside for a more capable deputy to highlight this point.
“Charisma can be powerful, but it needs to be backed by substance and self-awareness,” Eva noted.
The importance of humility and recognising one’s limitations was underscored, with Ellis recalling her experience with a charismatic leader who brought in others to fill his gaps. This combination of charisma and humility made his leadership effective.
Trust and Connection to Country
Trust was discussed as foundational to the relationships that enable leadership. Tian described trust as involving ability, integrity, and benevolence, “Trust is earned, not given. It takes time to build and is crucial for leadership,” she said.
Gowen expanded on this by advocating for a deeper relationship with Country, seeing it as an Elder and leader in its own right. “We should be increasingly aware that Country and all of its elements are stakeholders for all of us, no matter what context we’re basing our leadership in,” he explained.
The Intersection of Leadership, Management, and Teamwork
The intersection of leadership, management, and teamwork was another important topic. Leadership involves vision and mobilisation, while management focuses on implementing decisions. Teamwork often involves collective leadership where influence is more evenly distributed. “Leadership involves an asymmetry of influence, distinguishing it from teamwork where influence is more symmetrical,” Eva noted.
Ellis added that adaptive leadership is particularly crucial in addressing complex, systemic challenges. This type of leadership involves co-design and genuine engagement with stakeholders to create lasting change.
Key Points to Develop Leaders
The panellists emphasised several key points for developing effective leaders. Humility and creating spaces for others to lead were highlighted as essential qualities. Ellis stressed the importance of stepping back and allowing others to take the lead: “By being a leader who’s willing to step back and put other people at the centre, you’re actually creating a space for other leaders to step up and shine”. This trend among the panellists positioned ‘leadership’ as something a leader facilitates rather than solely embodies.
Eva stressed the need for clarity in leadership development goals, focusing on specific competencies and behaviours. “We need to know what we are developing in order to know how or if we have developed it”. This might include leader self-awareness, competency skills, or the ability to make change. But without clarity around what exactly we’re attempting to develop, it is near impossible to know whether or not or to what extent a development effort has been successful.
Tian underlined the importance of a positive culture and psychological safety. “Leadership, when underpinned by a positive culture, is crucial for creating psychological safety and driving performance”. She highlighted the need for leaders to be consistent and transparent in their actions to build trust and empower their teams.
Gowen focused on the integration of skill and character in leadership, reflecting Aboriginal protocols. “A person really has to demonstrate that they have the capacity and the appropriate character to take on that responsibility”. He further elaborated that leadership is not self-proclaimed but endorsed by the community, “For us, leadership is about the wholeness and the integration of ourselves, as individuals, distinct entities, but also in the context of the networks we exist within”.
Key Points to Develop Leadership
The discussion also provided practical advice on developing leadership as a relational process and fostering an inclusive leadership environment. Strategies for empowering team members were shared, emphasising respect, inclusivity, and active listening. Ellis pointed out, “Part of empowering team members is about being respectful when people do speak up, and sometimes it’s about looping back to them to let them know what you’ve done based on their suggestions”.
Eva highlighted the importance of giving trust to team members from the outset, which allows them to take risks and learn from mistakes. “Giving people that space to know you’ve got their back can really empower them”. This approach helps build a culture of trust and encourages team members to contribute more actively.
Tian noted that leaders must be consistent and transparent in their actions to build trust and empower their teams. “Consistency in what you do and say is crucial for earning trust and empowering your team,” she remarked. Transparency and consistency are key to maintaining trust and psychological safety within the team.
Gowen provided a unique perspective on incorporating an understanding of land and an Aboriginal conceptualisation of Country into leadership practices, drawing on Indigenous Australian traditions. He explained, “We need to see Country as more than just land; it includes geographical features, animals, weather systems, stories, and people. Country can be an elder and a leader in its own right”. This perspective broadens the concept of leadership to include a deep connection to and respect for the environment.
Concluding Thoughts
The panellists wrapped up with concise reflections on the implications of their perspectives for developing leaders and leadership. Ellis emphasised humility and the creation of opportunities for others to lead. Eva stressed the need for clarity in leadership development goals. Tian highlighted the importance of a positive culture and psychological safety. Gowen focused on the integration of skill and character in leadership.
A noticeable trend among the panellists was the positioning of ‘leadership’ as something that ‘a leader’ does. This approach highlights the individual actions and qualities necessary for effective leadership, such as self-awareness, competence, and the ability to inspire and empower others.
The panellists’ insights collectively reinforced the idea that effective leadership is a complex, relational, and adaptive process that requires a deep understanding of oneself, others, and the broader context. It involves earning trust, demonstrating humility, and fostering an inclusive environment where everyone can contribute to collective goals. This rich discussion underscored that leadership is not a static trait but a dynamic process of understanding, listening, relating, influencing, and guiding within a complex web of relationships and contexts.
References
Harrison, M. D., 2013. My Peoples Dreaming, HarperCollins Publishers.
Talking Leadership Development Series Will Explore These Key Themes
Defining Leadership: Challenging traditional notions and exploring diverse viewpoints on what leadership truly means. Leadership is recognised as a multifaceted phenomenon that varies across cultures, industries, and contexts.
Leadership Development Goals: Examining the aims and objectives driving leadership development initiatives, questioning the true intentions behind these programs, and distinguishing between educating, training, and developing leaders.
Challenges and Opportunities: Addressing the real-world challenges faced by those nurturing future leaders, such as funding issues, lack of robust evidence, and access to research samples. The series will propose innovative solutions and provide a comprehensive overview of the current state of leadership development.
“This work is a significant step in our efforts to explore and build capability around leadership development. Through combining academic and practical perspectives, we aim to foster a deeper understanding of effective leadership in today’s dynamic world.”
Liz Gillies, CEO Menzies Foundation
