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 3, we’ll conclude our series with a look at the Intentional Leadership model.

If you missed Part 1, Strengths Based leadership, or Part 2, Human Needs leadership you can check them out here (Part 1) and here (Part 2).

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Intentional Leadership

What does it mean to be “intentional?” It’s a word we hear a lot these days. “Intentionality,” we are told, is the key to success, happiness, and prosperity. But can practicing intentionality benefit leaders as they build their skill sets throughout their careers?

We’re all leaders, as we said above, so if we’re already leaders, why be intentional about it? The answer is that being an intentional leader means being clear in an objective, developing a focus on achievement, defining and taking deliberate actions, and not leaving things to chance.

The Four P Framework

“Four P” Framework Leadership involves intentional work. It is not necessarily about charisma or a powerful personality unleashed. It involves a great deal of reflection, challenging the self, and respect for others. (Wilkinson & Leary, 2020)

• As a leader, who has time to reflect? There are things to do! Places to go! Goals to meet! Yet reflection unleashes learning and empowers creativity. Sure, we’re looking ahead, but success in the future can be enabled by experiences and lessons earned from the past.

Perception — Leadership requires the discipline to slow down and think about multiple perspectives before acting; a discipline that requires inquiry and curiosity. (Wilkinson & Leary, 2020)

• It’s important to recognize and remember that not everyone thinks as you do. It’s likely, in fact probable, that any situation may be perceived differently by different people. Sometimes this is because life experiences, including in the professional world, vary. Do you have the courage and the patience to ask questions, enter difficult conversations, and consider a different way forward?

Process — The manner in which we include people in our work. Generally, we make quick judgments about process choices; often, we don’t even choose, we just do. (Wilkinson & Leary, 2020)

• As you build a team or tackle a group project, who you select to participate in the work impacts the outcome. Who is included, or excluded, has a dramatic impact on results and outcomes. And once your team is constructed, how do you provide and ensure a process that fosters an inclusive environment so that all voices are heard and all inputs are considered?

People — Emotions are often overlooked by management and negotiation professionals, but they are always present and have a significant impact on how we interact, our judgments, our behavior, and how people feel about working with us in the future. (Wilkinson & Leary, 2020)

• People are human after all, and thus successful leadership requires a great deal of emotional intelligence when dealing with others’ feelings. People develop emotional attachments to their work, their team, and even to their process. Ignoring or discounting emotions can disempower, disenfranchise, and demotivate team members. At the same time, thought leaders can acknowledge and manage their own emotions without self-judgment.

Projection — Distinct from how it is understood in psychology*, projection is the idea that we all, whether we realize it or not, are telling a story about where we think we are headed in the future and what we need to focus on. At the same time, we’re telling a story about who we think we are as leaders, projecting our vision of what we think is important, and where we want people to focus. (Wilkinson & Leary, 2020)

• What do you see in your future, in the future of your team? Are you defining and messaging that future in ways that are understandable and consumable by your reports or your peers? Consider how you communicate and what stories you tell. Adjust your messaging when the audience calls for and don’t hesitate to enlist the assistance of others to better reach people or teams where your messaging is not resonating. And above all, consistently listen with an open mind; learn to realign your story to support your future vision and the projection of where you want people to focus.

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In Conclusion

This concludes our three-part look into leadership models. Which is right for you? Only you can decide. Feel free to construct and refine your own model from various components of these or other frameworks as you grow in your career. Build a leadership practice that works for you and your team.

After all, who better to be the boss of you, than you?(4)

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*In psychology and psychiatry, “projection” refers to a defense mechanism where people protect themselves by seeing qualities in others that they deny in themselves.

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Sources:

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

4.) National Car Rental — Best Boss of You, https://vimeo.com/134140007

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This post was previously published on ILLUMINATION.

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