Let’s face it, we’re all leaders in one way or another.

It could be that we were anointed with a title and a position in our profession or community. Or, perhaps life and circumstance have thrust us into a situation that requires us to hone our leadership skills and our ability to influence others. We demonstrate leadership when we make a difference to our organization, our community and the people we love. If you’re alive, you’re a leader in one way or another.

If we are ALL leaders, then it’s likely that our leadership style is as unique as we are. So the question is, what kind of leader are you?

There are numerous models that claim to identify effective leadership styles and frameworks. Their intent is to inform the consolidation of your professional style and your individual personality into one cohesive structure.

Good leaders often possess a combination of various “leadership qualities.” However, the most successful leaders are able to adapt to the needs of different professional and personal situations, employing their diverse set of leadership skills in order to achieve their goals.

Of course, a quick Internet search will return dozens of leadership models, but in this short mini-series, we are taking a look at three:

• Strengths Based Leadership
• Human Needs Leadership
• Intentional Leadership

Here in Part 2, we’ll investigate the Human Needs Leadership Model.

In Part 3, coming soon, we’ll examine the Intentional Leadership Model.

If you missed Part 1, Strengths Based Leadership, you can check it out here.

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Human Needs Leadership

Psychology research has revealed four universal human needs related to flourishing and living one’s best life. (Wiederman, 2022)

Although these needs are not necessary for survival, they are necessary for job satisfaction. What does it take for people to flourish, feel most engaged, and that they are living their best life?

Let’s look at the “Human Needs” that leadership should address, as compiled by M.W. Wiederman and published by Psychology Today:

• Contribution or Calling. That is, we need to feel as though our life has meaning or purpose. (Wiederman, 2022)

A calling utilizes your unique natural gifts and provides the drive to share them with others. When your life and work decisions are based on your gifts and passions, the power of purpose emerges, bringing vibrancy, vitality, flow, and aliveness (is that a word?) The most effective leaders assign tasks or objectives (when possible) that align with a team member’s gifts and passions.

• Choice or Control. Generally, we prefer more rather than less choice and more control over what we do and how we do it. (Wiederman, 2022)

We equate having choices with having control. Choosing one thing means bypassing or minimizing another. The question is, are each of us truly armed with enough information to understand our preferences and how to weigh choices against each other? As a leader, offer or consider multiple choices for your team that enable the desired outcome while fulfilling each member’s inherent desire for self-control.

• Competence or Capability. That is, it is important to feel as though we do a pretty good job at what is important to us, and perhaps at least as important is the perception that we are improving or have opportunities to grow more effectively. (Wiederman, 2022)

Competence is the underpinning of success. You are confident in your capability to do something well. As a leader, being competent in leadership skills and building interpersonal relationships usually increases the trust and commitment that your team has in you. The most impactful leaders often consider empathy to be a core foundational competency.

• Connection or Community. It’s not that we need to be liked by everyone, but it is important to have a set of people who like and respect us; a group we consider our tribe. (Wiederman, 2022)

People with good connections at work may be happier, less stressed, more engaged, and even physically healthier. A sense of community within teams increases the likelihood of respect and appreciation for each other, which in turn reduces stress and minimizes interpersonal conflict. The connection among teammates makes it feel like “we’re all in this together.” As we continue to embrace the ever-increasing benefits of diversity in the workplace, as a leader it is critical to build a sense of comradery, respect, and community within your remit.

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As we have read, according to the Human Needs Leadership Model, calling, choice, competence, and community need to be the four primary tools in your leadership toolbox.

• If you are a people leader, at which of the four are you the most adept? Which one, or ones, need the most work for you to achieve a level of competency (see what I did there?)
• If you are an individual contributor or team member, which of the four is most important to you as a manager?

This leads to an interesting question — can a person truly be a leader without calling, choice, competence, and community — or is that person more likely a manager and not truly a leader?

Let us know your thoughts in the comments below.

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Up Next:

• Part 3: The Intentional Leadership Model

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Sources:

1.) Brim, B. J., ED.D. (2021). Strengths-Based Leadership: The 4 Things Followers Need. Gallop CliftonStrengths.

https://www.gallup.com/cliftonstrengths/en/251003/strengths-…

2.) Wiederman, M. W., Ph.D. (2022). To Flourish, Humans Are Motivated by Four Universal Needs. Psychology Today.

https://www.psychologytoday.com/us/blog/mindful-professional…

3.) Wilkinson, R., & Leary, K. (2020). Leading with Intentionality: The 4P Framework for Strategic Leadership. Working Papers, (384).

https://bsc.cid.harvard.edu/files/bsc/files/2020-09-cid-wp-3…

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This post was previously published on ILLUMINATION’S MIRROR.

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