There is debate among leaders and leadership thinkers about whether it is possible to construct a list of ideal leadership traits, skills, or competencies, or whether the ability of any one person to lead depends upon the situation in which leadership is needed. The answer to this dilemma ought to reside in science; yet so far science has not developed instruments sensitive enough to catalogue or measure the totality of human qualities and behaviors needed for leadership or accurately described the complexity of any given human situation. Leadership is profoundly philosophical and psychological, and therefore eludes scientific analysis.
The position here is that leadership is an art that can be informed by science. Painters understand the chemistry of paint, photographers, the physics of light, and dancers, the potential and limits of human anatomy—they each know what science can tell them about their art.
However, they also keenly observe what competencies, skills, and attitudes their situation requires, what others are doing, what works and what does not. And they spend countless hours practicing.
Think of the competencies that are described here as a suggested color palette for plying the leader’s art. Depending on the purpose of the art and on its subject, each competency might be more or less important from situation to situation. But the three questions the painter asks are the same as those a leader must ask.
- What does this scene require? A seascape needs a painter who is proficient at capturing movement; a company that must rise out of pain and cynicism will first need a leader who can engage emotionally. A desert scene needs a painter who is proficient at depicting openness; a directionless organization will first need a leader with insight, a compelling vision, and a good story. As the scene changes, the painter needs a different proficiency, the leader, a different competency.
- Have I developed the competency to do what the scene requires? Honest self-assessment is needed here!
- If not, how can I develop the competency I need? Each of the following chapters contains specific suggestions for developing the competency the chapter describes. The final chapter gives more general suggestions about developing, honing, and refining leadership.
While reading the following chapters, be alert to those competencies that will enable you to lead in a way that makes the best use of who you are. Note those competencies that will make your leadership more personally fulfilling and that will best suit the organization you lead.