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The Power of Leadership: A Shared Journey, Not a Solo Mission
Leadership is often portrayed as an all-powerful force, especially when we think of figures like Elon Musk or Jeff Bezos, whose decisions seem to shape industries and societies. But while these high-profile leaders capture attention, the reality for most leaders—especially those in smaller jurisdictions like Jersey—is far more nuanced.
Is Leadership Really Power?
It’s tempting to assume that leadership equates to unfettered power. However, I would argue that for most leaders—whether in sport clubs, local businesses, or small organizations—leadership is not about exercising raw, unchecked power. Instead, leadership is a co-created experience, deeply influenced by the environment, external pressures, and, crucially, relationships with those they lead.
This co-creation aligns with Relational Leadership Theory, which suggests that leadership emerges from the relationships between leaders and followers, rather than residing in one person. Without followers, there is no leadership. Therefore, the role of a leader is inherently dependent on trust, collaboration, and shared responsibility.
In small organizations or sport clubs in Jersey, this relational approach is critical. Leaders are often influenced by external factors—such as regulations, stakeholder expectations, and community dynamics—which limit their capacity to act independently. As Ronald Heifetz’s Adaptive Leadership model teaches us, effective leadership is about navigating these challenges by adapting to the circumstances, engaging others, and fostering a shared sense of direction.
Governance Shapes Culture, Culture Shapes Leadership
A common belief is that leadership shapes culture, culture shapes governance, and governance impacts performance. While this linear model makes sense on paper, I argue that it oversimplifies the complexities of leadership in real-world scenarios.
In practice, governance often shapes culture first, especially in environments subject to strict regulatory frameworks or societal norms. In Jersey, where regulations and stakeholder expectations are deeply embedded in the social fabric, governance can set the tone for organizational culture. This culture, in turn, defines the boundaries of leadership. Leaders who push against this cultural context without adapting to it are often met with resistance, much like King Canute trying to hold back the tide.
We can see examples of this in local sport clubs, where governance frameworks—whether established by sporting bodies, local regulations, or community expectations—set the stage for what is acceptable leadership behavior. For leaders in these environments, their power is constrained by these external factors, which often shape the very culture they are attempting to lead.
Exceptional Leadership vs. Everyday Leadership
It’s important to recognize that the exceptional leadership of figures like Nelson Mandela or Steve Jobs—who reshaped entire cultures and governance systems—is the exception, not the rule. These leaders are outliers. For the vast majority of leaders, the key to success lies not in trying to be an omnipotent force but in understanding the environment they operate in and leading within that context.
For example, Winston Churchill was an extraordinary leader during wartime, but once the context shifted, so did his relevance. Contextual leadership is crucial, and it’s something leaders in Jersey should be particularly mindful of. The unique dynamics of small communities, where relationships and local governance play an outsized role, mean that effective leadership must adapt to these realities.
Relationship and Context: The True Levers of Leadership
As a performance mentor and coach, I have seen firsthand that leadership is about more than just people and tasks, processes, and outcomes. It’s about creating the environment where success is inevitable. Edgar Schein, a leading expert on organizational culture, emphasizes the importance of relationships and context in shaping behavior. Leaders must create the right environment where their teams can thrive, much like how a coach creates the conditions for an athlete’s success, even though it is the athlete who ultimately performs on the field.
The same principle applies in organizations. A leader’s ability to shape outcomes is dependent on the relationships they cultivate and the context in which they operate. As Barbara Kellerman argues, followers have a critical role in determining the success of leadership. Leadership is not a one-way street; it is a dynamic, evolving relationship between leaders and those they lead.
A Shift from Heroic Leadership to Relational Leadership
The traditional model of heroic leadership—where one powerful individual single-handedly drives success—is becoming increasingly outdated. Instead, the focus should be on team coaching, relationship-building, and interdependence. In Jersey, this shift is particularly important, where small, interconnected communities rely on collaborative leadership to thrive.
By fostering strong relationships and understanding the local context, leaders can create an environment where everyone contributes to success. As leaders, we need to move away from the notion that we can control everything. Instead, we should focus on facilitating growth, supporting our teams, and creating the right conditions for success.
Conclusion: Embrace the Environment, Build Relationships
Leadership, particularly in small jurisdictions like Jersey, is not about wielding unchecked power. It’s about understanding the context in which we operate, building strong relationships, and adapting to the environment around us. Exceptional leaders like Nelson Mandela may transform governance and culture, but for most of us, success lies in creating the right environment for others to thrive.
As we move forward, it’s time to shift our focus from heroic leadership to relational, adaptive leadership. By embracing this model, leaders in sport clubs, businesses, and organizations can foster sustainable success and build teams that perform at their best.
