Morph4Sys

The language is 1960s vintage. A bit archaic. A bit odd. Yet WCH Prentice’s classic article Understanding Leadership finds areas of strong resonance with how I define leadership in 2022. Here’s the link to the article: https://hbr.org/2004/01/understanding-leadership
The part that resonates most is Prentice’s assertion that leaders influence, inspire and help others become their best selves. Along the way, they seek to understand their own selves, and from that awareness, develop the knowledge, skills and abilities required to develop others into their best selves.
However, Prentice does not speak directly to leaders dedicating themselves to the development of other leaders. While there are sections in the article that suggest Prentice may have been persuaded to consider this facet of Understanding Leadership favorably, he refrains from unlocking that door.
While I am not even remotely close to Prentice’s league, I consider developing other leaders to be the cornerstone for inclusion in the community of effective leaders. What do you consider to be the seminal aspect of Understanding Leadership?

Trust is the foundation on which effective performance culture is built. No exceptions. THAT is the “why” that underpins investment in this amorphous and hard-to-measure capability.
Many leaders are afraid to make that investment. So much easier to invest in tangibles like cost cutting, marketing, strategic hires, etc. Investments like these are easier to measure than investing in creating a high-trust performance culture.
The trust-building strategies above are just illustrations. What is most effective in one business, may not work in another. This is another factor that scares leaders away from making this essential investment.
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