Page 96 - The extraordinary leader

Simplifying Leadership • 73

projects, programs, or products, gaining support for them along the way.
Conversely, poor leaders fail to engage or commit others to the change.

Too Much of a Good Thing
A key learning from our research on leading change was that either of the two
approaches actually can be detrimental if used exclusively. Effective leaders
used both approaches in a careful balance.
The metaphor that comes to mind is a person rowing a boat. For maximum
control and speed, you need both oars. One oar alone causes you to go in
circles, no matter which oar you choose.
For example, while directing may be a great way to maintain control, lead-
ers who significantly favor directing change may end up with employees feel-
ing that changes are being done to them but not with them. Consequently,
employees may become resistant to change and begin to distrust management.
Additionally, those who have strong directing tendencies typically have a
well-organized plan and communicate the change plan and provide feedback
about what needs to be done differently. However, they often fail to have open
discussions with their team about the impact of the change.
Those who favor involving others in change often fail to provide enough
direction, leaving employees confused about next steps, what their roles are,
and what they need to do to keep the change moving forward. Also, a high
involvement tendency may indicate an unwillingness on the leader’s part to
take risks or to take a decisive position.
Our research shows clearly that these two sets of behaviors are both nec-
essary in order for a leader to manage change effectively. Leaders who direct
change help their people know the specifics involved in the change. Involv-
ing others in the change efforts increases employee commitment rather than
emphasizing employee compliance.
The more significant the change, the more of both is needed in order for
a change to work effectively. Maybe this explains when a strength becomes a
liability: it is when people use it to the exclusion of other balancing skills.

Leadership and Change

One of the complexities of leadership is the issue of change. Some have made
a compelling argument that what separates “management” from “leadership”