Why Women Are In The Right Place At The Right Time To Rethink Leadership

How everyone can benefit

Women in leadership roles are in the right place at the right time to purge outdated notions of leadership. 

A survey of HR-related books and websites guiding management strategy cited six leadership theories that most influence the leadership competencies you are being held accountable for demonstrating. The sad truth: these top-down theories harken from 1841 through 1972, many derived from Henri Fayol’s 14 command and control principles of management established in 1916 and popularized in the post-WWII era of the 1950s when top leadership was populated by military brass. 
 

Based on good science, I’m asking all leaders to join the resistance and overhaul the way we define good leadership. I’m especially rallying women leaders and HR professionals to lead the resistance and remove leadership competencies that hold leaders accountable to "drive for results" and "motivate people." 

Obviously, the world has changed dramatically. But why return to normal when we can rethink what constitutes good leadership? Why not take advantage of this moment to recreate a workplace where people can both be productive and thrive? 

A Woman’s Role?

We’ve come too far in our understanding of human nature to be captive to antiquated leader-centric perceptions of leadership. Women far exceed men in CHRO roles (65% of Fortune 1000) and as HR professionals (71%). What if we used our collective influence to imbed three new leadership competencies designed to get results and productivity—but differently?

Productivity is important. Results are essential. But competencies built on driving for results and pushing hot buttons to motivate people will not yield productivity or results. Especially in today’s environment. (Even if you achieve short-term gains, you suffer opportunity loss and the wellbeing of your employees.)

You’re more likely to get the results you need when you focus on the needs of the people delivering the results. 

Three New Competencies

Based on compelling motivation science, these three robust competencies are just what the doctor ordered for meeting today’s leadership challenges.

1. Encourage choice. Autonomy-supportive leadership helps people perceive that they have choices, a sense of control, and are the source of their actions. 

To encourage choice, stop applying pressure, demanding accountability, and incentivizing or manipulating behavior. Instead…
 

• Use noncontrolling language that invites a perception of choice
• Illuminate boundaries, then explore options within those boundaries
• Collaboratively set goals and present timelines as valuable information necessary for achieving agreed-upon outcomes

Today’s pandemic environment demands strict adherence to rules, regulations, and processes. But the way you communicate these limitations determines whether a person feels autonomous or controlled. The greater their sense of autonomy, the more likely they are to adhere to safety protocols and other demands.

2. Deepen connection. You have an incredible opportunity now and post-pandemic to help people feel cared about and (even more importantly) to care about others despite social distancing and working virtually. Your leadership can make all the difference in helping people grasp how their work and actions contribute to the welfare of the whole—to something greater than themselves. 

To deepen connection, stop focusing on metrics without meaning, driving for results without awareness of people’s personal concerns, and pushing outcomes without regard for interpersonal relationships. Instead… 
 

• Demonstrate empathy and caring through listening, acknowledging, and accepting expressions of negative emotion
• Provide transparency by sharing a rationale for goals, sharing information about yourself and the organization, and discussing your intentions openly
• Align work with cherished values and a noble sense of purpose

If you want to deepen connection at work, let go of a common belief among leaders that “it’s not personal, it’s just business” and embrace the idea that “if it’s business, it’s personal.”  

3. Build competence. Are you a good teacher? If not, you may need to delegate training and development. You cannot consider yourself an effective leader if your people don’t feel effective at meeting everyday challenges and opportunities, can’t demonstrate progress on mastering essential skills over time, and don’t value growth and learning. 

To build competence in people, stop discounting training, punishing mistakes, and focusing on results over effort. Instead…
 

• Emphasize learning goals, not just performance goals,
• Instead of asking, “What did you accomplish today?” ask, “What did you learn today?” 
• Flip the feedback—establish a new norm where people regularly solicit input rather than waiting for you to provide crucial feedback

People are burdened with high levels of uncertainty and inexperience for dealing with radical disruptions in their work and personal life. Building their competence is one of the most potent tools you have for lifting them above the fray. 

The need for choice, connection, and competence are universal human needs. Leaders who support people’s foundational psychological needs are what people have always needed, but until now, we didn’t understand the truth of it. Or, how to manage it. Now we do. The workplace is ready for leaders who promote people’s sense of choice, connection, and competence—and who understand that you will never get what you need from people until you do what’s right for people. 

Perhaps one of the best ways to celebrate Women’s History Month is to join the resistance to replace archaic and disproven leadership theories that drive leadership in the wrong direction with unintended consequences. The purpose of this month is to acknowledge the contributions that women have made to the greater good. Imagine if women accepted the responsibility and took the initiative to ensure the workplace works for everyone? 

(For an in-depth exploration of leadership competencies and research citations, see Susan’s peer-reviewed journal article, Toward a New Curriculum of Leadership Competencies: Advances in Motivation Science Call for Rethinking Leadership Development.)

Susan Fowler is the President of Mojo Moments, Inc. She’s on a mission to help leaders and individuals experience optimal motivation, especially at work. In her latest book, “Master Your Motivation: Three Scientific Truths for Achieving Your Goals,” she presents an evolutionary idea: motivation is a skill. Providing real-world examples and empirical evidence, Fowler teaches you how to achieve your goals and flourish as you succeed. She is also the author of bylined articles, peer-reviewed research, and eight books, including the best-selling Why Motivating People Doesn't Work ... And What Does: The New Science of Leading, Engaging, and Energizing” and “Self Leadership and The One Minute Manager," coauthored with Ken Blanchard.  Visit https://susanfowler.com/  Connect Susan Fowler