Opposites Repel
Two distinctly opposing leadership ideologies now exist, one could damage your organisation. Here’s how to avoid it.
Thirty years ago, the late Colin Powell, former US Secretary of State, listed 18 lessons for leaders in a presentation entitled A Leadership Primer. He talked about authenticity, optimism, challenging others and not being afraid to be challenged back. It’s still a great read. Fast forward to 2025, a friend with a successful track record as a leader and entrepreneur, says he fears the examples young people are now exposed to by political leaders around the World. Their values, naked self-interest and fervent intolerance for people not like themselves.
Beyond Powell’s single set of leadership principles, we now have two diametrically opposing, “successful” leadership ideologies. One which engages others around common goals, innovation and adaptability. The other, around a populist, narcissistic personality, sewing divisiveness and confrontation. Growth in disinformation on social media and in vested print media has spurred an undesirable social contagion of the latter, meaning organisations now need to consider how to combat these external influences to their internal leadership behaviours.
Political and social issues have impacted organisation cultures for years. Nour Kteily and Eli Fink in a HBR article entitled Leadership in a Politically Charged Age, share how Facebook, Pinterest and Netflix have all had social/business crossover challenges to address. As the global economy stumbles, having a positive, optimistic and thriving organisation culture is essential. Who you recruit as leaders determines your culture. Here are the three “leadership” traits we see too often in geopolitics and how to avoid hiring them.
Trait 1 - Strict dogma and rigid perspective
Internal Consequences - Even leaders who deliver results occasionally believe that to get things done, they need to do it themselves. The consequences include a feeling of exclusion for employees, that their opinions are not wanted. This erodes collaboration and disengages the team over time.
Hire leaders who can give examples of adapting on the move and can describe in detail how they brought their teams on a new journey. Look for leaders who have recognised when to pivot and have engaged with their teams to work out a new direction or multi-pronged approach.
Trait 2 - Intense control and single mindedness
Internal Consequence and Hiring Steps – In extreme cases of dictatorial leadership, curiosity is deliberately stifled. The leader seeks to control matters tightly to their agenda. Curiosity has deep riches, it is the key to continuous improvement, innovation and to building connections between people. Leaders should inspire their teams to be open minded and look for new ways of achieving outcomes.
Ask your potential leadership hires to outline examples of where they have completely let go of an issue and had it worked through by a team or team member to the point of resolution. Look for leaders who can respond quickly when asked to give an example of inquisitive.
Trait 3 – Investing only in self and not in others.
Internal Consequences and Hiring Steps – Fear of the unknown can drive irrational levels of support for geopolitical leaders, even in the face of their aberrant conduct. Within the context of organisational leadership, self-absorbed leaders are dangerous to team or group morale. Their staff turnover will often be higher as their lack of authenticity undermines their credibility.
How self-aware is the leader you are interviewing, are they attuned to their emotions and impact on others? Can they give examples of areas in which they need development? Do they rely too heavily on their charisma? While it can be useful in motivating others it can also suggest a potential for arrogance and need to be at the centre of attention.
Though the world, and our organisations, currently face an unusual number of PESTLE difficulties, organisation leaders with the right traits understand how to insulate against malign influences and to navigate challenges. Their ability to bind intellectual agility to practical demonstration is what makes them outstanding leaders. They do this by behaving in an diametrically opposing manner to those political leaders who seek personal gain at an extreme cost to their citizens.
Article written by Michael O'Leary, Chairman, HRM Search Partners.