As part of an ongoing focus on leadership in the security industry and how we may improve future generations of leaders, I am asking which type of leader you are – a Traditional Leader? or a People Leader?

TRADITIONAL LEADERS

A traditional leader typically embodies a more conventional or hierarchical approach to leadership, often characterized by certain attributes and behaviors:

Directive Leadership Style: Traditional leaders tend to adopt a directive leadership style, providing clear instructions and expecting their subordinates to follow them without question. They typically make decisions independently and may not seek input from their team members.

Emphasis on Authority: Traditional leaders strongly emphasize their positional authority within the organization. They expect obedience and compliance from their subordinates based on their hierarchical position rather than building influence through relationships or trust.

Hierarchical Structure: Traditional leaders often maintain a rigid hierarchical structure within their teams or organizations, with clearly defined roles, responsibilities, and reporting lines. Decision-making authority tends to be centralized at the top of the hierarchy.

Control and Oversight: Traditional leaders may exhibit a tendency to exert control and oversight over their subordinates’ work, closely monitoring and scrutinizing their employees’ work, frequently checking in, and demanding frequent updates on progress. They may prefer to have a hand in every aspect of their team’s operations, sometimes micromanaging to ensure compliance with their directives.

Focus on Results: While traditional leaders may prioritize achieving results, they often place a greater emphasis on adherence to processes and procedures rather than fostering creativity or innovation. They may be more concerned with maintaining stability and predictability within the organization.

Limited Empowerment: Traditional leaders may be hesitant to empower their subordinates to make decisions or take initiative independently. Instead, they may prefer to retain decision-making authority and control, limiting opportunities for their team members to develop skills and autonomy.

Lack of Trust: Traditional Leaders often need direct supervision to trust their employees to perform their tasks competently. They may feel the need to intervene or provide detailed instructions constantly.

Transactional Leadership Approach: Traditional leaders often adopt a transactional leadership approach, where they rely on rewards and punishments to motivate their team members. They may offer incentives for compliance with directives or impose consequences for non-compliance.

Limited Adaptability: Traditional leaders may be less adaptable to change and more resistant to new ideas or approaches that challenge established norms or practices. They may prefer maintaining the status quo rather than embracing change or innovation.

Traditional leaders tend to operate within a more rigid and hierarchical framework, emphasizing authority, control, and adherence to established processes and procedures. While this leadership style may be effective in certain contexts, it may also limit creativity, flexibility, and employee engagement in more dynamic and rapidly changing environments.

PEOPLE LEADERS

A people leader, also known as a servant leader or transformational leader, is someone who prioritizes the well-being, growth, and development of their team members above all else. They focus on building strong relationships, fostering trust, and empowering their team to reach their full potential. Here are some key characteristics and behaviors associated with a people leader:

Empathy and Emotional Intelligence: People leaders demonstrate high levels of empathy and emotional intelligence. They understand their team members’ perspectives, feelings, and needs, and they strive to create a supportive and inclusive work environment where everyone feels valued and respected.

Communication and Transparency: People leaders excel in communication, both in terms of actively listening to their team members and effectively conveying information and feedback. They communicate transparently, openly sharing goals, expectations, and challenges with their team.

Empowerment and Trust: People leaders empower their team members to take ownership of their work and make decisions autonomously. They trust their team members’ abilities and judgment, delegating authority and responsibility accordingly.

Coach and Mentor: People leaders act as coaches and mentors to their team members, providing guidance, support, and constructive feedback to help them grow and develop professionally. They invest time and resources in mentoring their team members, fostering a culture of continuous learning and improvement.

Collaborative Leadership: People leaders embrace a collaborative leadership approach, encouraging teamwork, collaboration, and collective problem-solving. They value diverse perspectives and seek input from their team members when making decisions.

Recognition and Appreciation: People leaders recognize and appreciate the contributions of their team members. They celebrate successes, acknowledge achievements, and provide positive reinforcement to motivate and inspire their team.

Adaptability and Flexibility: People leaders are adaptable and flexible, able to navigate change and uncertainty with resilience and grace. They embrace new ideas, perspectives, and approaches, and they encourage their team members to innovate and experiment.

Ethical and Authentic Leadership: People leaders lead by example, demonstrating integrity, honesty, and authenticity in all their interactions. They uphold ethical standards and values, inspiring trust and confidence in their leadership.

People leaders prioritize the growth, well-being, and success of their team members, creating a positive and empowering work environment where everyone feels valued, supported, and motivated to achieve their goals. Their leadership style fosters engagement, creativity, and collaboration, driving individual and organizational success.

FINAL THOUGHTS

Ultimately, the choice of leadership style and approach depends on the specific circumstances, goals, and values of individuals and organizations. Both traditional and “people”-centered leadership styles have their strengths and limitations, and effective leaders may adapt their approach based on the needs of their team and the situation at hand. It is said that “too much of one thing is not always good.”

I personally find benefits in both leadership models described, but I aim to align with the principles of “people”-centered leadership, which prioritize empathy, collaboration, empowerment, and the well-being of individuals. I strive to support and empower people by providing helpful and relevant information, fostering understanding, and promoting positive interactions.