"All models are wrong, but some are useful!"
We often talk about espoused values (professed/stated values of the organization), enacted values (the values the organization actually lives by) and the ‘cognitive dissonance’ that the employees/stakeholders experience because of the difference between the two (Please see ’Of espoused values and enacted values’ for more). A similar point can be made in the case of leadership competency frameworks also.
Most of the companies have leadership competency frameworks. They are supposed to outline the competencies that will make one successful as a leader in the organization (see 'Of competencies and carbohydrates' for more on competencies). They also serve as the basis for leadership development, leadership hiring, leadership succession and performance management for leaders.
The above mentioned ‘cognitive dissonance’ occurs here also when one compares the ‘demonstrated/enacted competencies’ of the successful leaders in the organization (what is actually required to be successful as a leader in the organization) with the competencies mentioned in the leadership competency framework (the stated competencies) and find that there are significant differences between the two.
In addition to causing confusion, this also implies that leadership hiring, leadership development, leadership succession, performance management for leaders etc. are being done based on wrong assumptions. This can adversely affect organization effectiveness, apart from wasting time and money and causing avoidable human suffering in organizations. Therefore, we need to look into this in a bit more detail.
Organizations meticulously craft leadership competency frameworks that delineate the behaviors considered vital for a leader’s success in the organization. These frameworks are replete with ideals such as integrity, communication, strategic thinking, and empathy. However, beyond these polished documents, lies an unspoken truth: leaders who are most 'successful' in the organization (as indicated by rewards and career growth) often exhibit traits that are sometimes contrary to these prescribed competencies. This situation can arise from problems in the approach used to arrive at the leadership competency model. For example, the leadership competency model might have been created based on a 'wish list' of competencies as opposed to developing it through on a structured competency mapping exercise based on the actual leadership behaviors and their degree of success in the organization. This can make the leadership competency framework more of a 'convenient collective delusion'.
Now let's come to the leaders who are very successful in the organization, without demonstrating most the competencies outlined in the leadership competency model. One interesting category among these leaders are the 'Janus-faced leaders' – those who embody dichotomies in their leadership styles and are rewarded for it. These kinds of leaders are most commonly found in hierarchical organizations. Janus, the Roman god with two faces, one looking to the future and one to the past, provides a fitting metaphor for this kind of leadership. In modern terms, Janus-faced leaders adeptly navigate upward and downward relationships in dramatically different manners. They may present a facade of deference and subservience to their superiors while simultaneously displaying a demanding and exacting approach to their own teams (please see 'Followership behaviors of leaders' for more)
These leaders are often perceived as highly effective by their superiors because they create the impression that they are ‘squeezing out maximum performance from their team’ and because they shield upper management from unpleasant realities of organization life. They are also amazingly good in taking credit when something good happens and blaming their team (or restructuring their team) when something goes wrong. Of course, this comes at the cost of team morale and trust. However, if the Janus-faced leader is able to create the impression that the team is not competent and are being to deliver only because of the ‘tough love’ of the leader, this might not matter to the senior leadership.
Another unacknowledged 'competency' that often characterizes successful leaders is the ability to "suffer in silence". Leaders are expected to bear the weight of responsibility without complaint, to absorb the pressures of high-stakes decision-making, and to manage their own stress without it spilling over onto their teams or affecting their performance. This stoic disposition is seldom featured in leadership models, but it is an unspoken expectation and a reality for many at the top. This can lead to emotional labor and even to 'smiling depression' among the leaders.
The irony here is not that these unspoken competencies exist, but rather that organizations continue to espouse frameworks that do not fully capture the reality of leadership success. There is a need for a more holistic and perhaps more candid conversation about what effective leadership really entails – including both the noble and the ignoble traits (the bright and the dark sides of leadership).
Having highlighted this, let’s look at a couple of counter arguments. It can be argued that that the competencies mentioned in the framework are aspirational/futuristic – competencies required to be successful as a leader in the future. This is sort of ‘what got you here won’t get you there’ kind of argument. The problem happens when the ‘future’ never arrives! Another counter argument is that we shouldn’t reinforce negative aspects of successful leadership in the organization, by highlighting them (or 'institutionalizing them' by including them in the leadership competency framework). This definitely has merit. The problem is just that by pushing these negative aspects of successful leaders under the carpet, we reduce the chance that they will ever be addressed! Of course, this requires a deep and often tricky intervention to address (See 'Organization Development Managers as Court Jesters' for an approach that might be helpful in this context).
It is time for organizations to reflect on the complexity of leadership and recognize that the sanitized version presented in competency frameworks is often at odds with the less savory – yet effective – traits and behaviors that contribute to a leader’s success. Until we can openly discuss and integrate these aspects, we will continue to hire/ prepare leaders for an idealized world that is far removed from the one they actually inhabit.
