Leadership: Principles, purpose and potential tripwires

Many psychologists look at the world through a lens defined by personality attributes, and with the individual at the centre. However, leadership research challenges this perspective, and we find that personality traits do not predict success. Leadership must be viewed in context, and the start point is externally referenced. Effective leaders work to enhance current performance, but also create the conditions for future success. They ensure the transparency, capability, accountability and trust that helps build healthy organisations. In Leadership Principles and Purpose (Routledge, 2024) I introduce essential steps in the process.

The challenges facing leaders in many organisations have increased with ESG (Environmental, Social Governance) anchored in higher order, 'Superordinate Principles' (Super-Ps). These define how goals are achieved, possibly with legal backing e.g. the Modern Slavery Act 2015. Super-Ps define the white space on the organisational chart and help shape the culture. Vision and values are directed through principles that guide actions and provide points of reference. They ensure consistency when responding to inevitable questions of why? what? and how? 

An example helps put this into context. In November 2021, UNESCO set out recommendations on the Ethics of Artificial Intelligence; noting (p. 18, item 10), …principles unpack the values underlying them more concretely so that the valuescan be more easily operationalized in policy statements and actions.

In organisations, managers and team leaders are responsible for developing positive, trust-based relationships and ensuring constructive communication. Operational leadership builds on trust and responsiveness to a shifting context. A leading consultancy firm (McKinsey) has stated that organisations must focus on 'a holistic employee experience that puts equal emphasis on growth, engagement, and well-being' (Money Can't Buy Employee's Loyalty: March 28, 2022). Effective leaders consciously create the conditions that link to future success. They understand, for example, that the higher order principle of Equality (protected in the UK by the Equality Act 2010) can be operationalised through action that supports Diversity and Inclusion. Note that these elements, and other initiatives to promote Equity, follow on from the higher-order principle of Equality.

Unfortunately, leadership is easily undermined by a failure to appreciate context and how best to make progress. Einstein made the observation in 1929: You have to learn the Rules of the Game. And then you have to play better than anyone else. Leaders who lack appropriate insight, and overlook Super-Ps, are left vulnerable to error. There are also the invisible tripwires, which may link to personality traits, but often relate to a lack of experience. These cause significant problems and prompt the question: Why do leaders fail when faced with new challenges?  It then becomes evident that a primary reason is because they do not see things clearly. 

A leader may, for example, assume that requirements are understood and other people share their viewpoint. As a result, problems are not scoped out and issues are overlooked. Lack of clarity also leads to confusion about people's roles and responsibilities. However, it's not simply a deficit, as a potential strength can also contribute to problems. Some managers, for example, place significant emphasis on consulting with others. However, they may lack personal conviction in defining constraints that limit what is possible. A team leader may seek people's involvement, but fail to define the boundaries or clarify key issues. Constraints need to be made explicit and objectives should be stated with conviction. Dialogue follows from this start point. If the terms of reference are not clear, it can easily result in disagreement, which can waste time and undermine motivation.

Problems are more often linked to mindset rather than underlying personality traits. Clarity of purpose requires conviction rather than the more typical references to courage. People are more likely to struggle if they lack insight into their strengths and personal limitations. High performancecompetencies require a script that we develop over time. 

However, blind spots can undermine leadership effectiveness in three broad areas. These include: (i) the ability to analyse requirements and set clear direction; (ii) skills linked to building relationships, developing capability and team motivation; and (iii) personal resilience under pressure, e.g. in maintaining focus and the perseverance required to deliver results. Adopting the wrong tactics makes it more difficult to gain leverage of strengths and respond appropriately to challenging demands. 

Greater awareness, insight and self-management help leaders achieve exceptional results. Mindset influences thinking, interaction with others and how individuals respond to events. Underlying problems (tripwires) that affect analysis, decisions, relationships and outcomes, may include:

◾ Emphasis on quick decisions and speedy action (closing down analysis) - being impulsive

◾ Decisions based on 'gut feel' and first impressions (the 'primacy effect') and reacting to events, rather than responding. This may also link to 'Salience Bias' (i.e. what appears  to be important)

◾ Being unduly positive on some points, but highly critical on others ('halo-horns' effect), so easily swayed by initial impressions (and this may also be linked to a 'judging' mindset)

Everyone is susceptible to mindset traps, which can also contribute to implicit/unconscious bias. Assumptions and reaction need to be balanced by the professional objectivity that leads to a measured response. Self-management improves significantly when there are feedback processes that enhance transparency and accountability. Police body-cams are an obvious example. In organisations, there is a scope to improve performance through the use of 360-degree feedback, team-referenced review ('team indexing' metrics) and data from well-designed employee surveys. 

Research suggests that effective leaders do share certain attributes, but these need to be considered in context rather than viewed in terms of underlying personality traits. For example, leadership is often associated with achievement motivation, but this clearly needs to be seen in context. We might, for example, contrast the motivation of a leader in a not-for-profit organisation with that of someone working in a demanding commercial environment. Points of similarity include the need for personal conviction and clarity in defining goals and priorities for action. However, intrinsic motivation will be anchored in personal values and a 'context specific' sense of purpose.

Leadership starts with vision and values, but these elements must be translated through principles and competencies to achieve consistently high standards. By way of example, ChatGPT offered the following suggestion, which links to improving diversity and inclusion. Note that the 2024 UK government independent report on inclusion emphasises the need for (input) 'process metrics'. 

◾ Superordinate Principle: Equality (respect for diversity)

◾ Intermediate Principles: Developing a diverse and inclusive workplace, providing equal opportunities for all, addressing any barriers that may prevent inclusion

◾ Competencies: Cultural competency, understanding of implicit bias and how to address it, effective communication skills

Insights from organisational psychology increase our understanding of leadership, highlighting the importance of work culture, the need for responsive systems, and the distinct elements contributing to motivation, commitment and inclusion. This perspective goes beyond the traditional remit of occupational psychology, and is perhaps more attuned to the challenges facing leaders in modern organisations. 

David Sharpley

Chartered Psychologist

[email protected]

• These themes are explored further in Leadership Principles and Purpose (Routledge, 2024). A 20% discount code SMA22 can be used on the Routledge website to 31/07/24.