Contributed by Barbara Taylor
Personally I find this is a challenging topic to write about.
Not because it is by definition a complex subject, but because I sense that I am currently caught in a bit of an unconscious fog with respect to these dynamics and how they are working in some aspects of my life. This is obscuring my ability to see myself clearly.
Analytical psychology tells us that this is precisely the way self-awareness operates: first we project ourselves out into the world, onto others, and then – if we’re curious and willing – we can eventually grasp what’s going on and find a healthy way to integrate our personal ‘blind spots’ into our conscious personality.
Some new insights are emerging for me on this particular life theme of leading and following. Am I most comfortable leading, or following? How does each role help me and/or hinder me from going after what I want and getting my needs met?
I’ve noticed, over the years, that I am most comfortable in a work setting at a level that is at least one or two rungs down from ‘the top’. Probably the best job I ever had was my first fulltime role after graduation, as assistant to the director of continuing education in a university setting. My boss, Allan, was an astute mover-and-shaker type who knew his stuff and who was truly invested in bringing out the best in his team. We would shoot for the moon (the department’s role was to generate income and expand the student base for the university) and anytime we created unpleasant waves for the academics or the administration, he would rise to the challenge and take on his adversaries with gusto. I was able to test my wings, watch and learn, and stay a safe distance back from the heat of most conflicts.
I was never called upon to be an ‘expert’, yet I was offered the opportunity to develop as much skill, confidence, and growth as I was willing to pursue. Allan ‘had my back’ at all times. He was delighted with my curious mind, my creative thinking abilities, and my high-energy approach to diving in and doing whatever was necessary when time was of the essence.
Looking back, I believe my work relationship with Allan was a healthy illustration of the growth and blossoming that can occur when one has a capable leader.
Leadership is not about the leader
Rosabeth Moss Kanter, in her book Confidence: How Winning Streaks & Losing Streaks Begin & End, has this to say about leadership: “Leadership is not about the leader; it is about how he or she builds the confidence of everyone else. Leaders are responsible for both the big structures that serve as the cornerstones of confidence, and for the human touches that shape a positive emotional climate to inspire and motivate people.” She goes on to say that while leaders need self-confidence, this is not the real secret of leadership. “The more essential ingredient is confidence in other people. Leadership involves motivating others to their finest efforts and channeling those efforts in a coherent direction.”
Where there is light, there is also (of course!) shadow. I’m now realizing that I have probably been – at some level – trying to replicate those dynamics with Allan ever since I lived them 30 years ago! How well this has served me is anyone’s guess.
In reflecting on this topic today, I thought of the metaphor of choosing to follow a semi-trailer on a dark, deer-infested highway: it provides excellent protection from a potential collision with unpredictable animals, but it makes it really hard to see what’s in front of you and where you are ultimately going!
One downside of staying comfortably behind a leader may be an underdeveloped knowledge base about what one is truly capable of. This, I think, sets the stage for just enough self-doubt to create hesitation when opportunities do arise. We’re unsure. If only we could just zip into Allan’s office for five or ten minutes and run the idea by him, see what he thinks about our ability to rise to the occasion, and get the exact pep talk we need to accept the challenge and get going!
In addition to self-doubt, I wonder if those of us who seek strong and positive leadership can also tend to doubt the abilities of the new person on our horizon who is now showing up in the potential role of leader. We ask ourselves: Is it safe to trust this person and really become engaged in the work at hand? Does he possess adequate values and vision? Will she set a good example and create enough structure to facilitate success? How will I be treated? It’s prudent to ask these questions.
Energy is freed and focus is possible when people have confidence in one another
According to Kanter, “When people have confidence in one another, they are willing to lead and be led by the team. They do not have to second-guess, double back, or duplicate other people’s work. They catch problems more quickly or take bolder steps because they do not worry about embarrassment or punishment. Energy is freed and focus is possible when people have confidence in one another. When they can count on other people’s support, they don’t have to fear their attacks or monitor their every move. When people give one another the benefit of the doubt and, better yet, believe in one another, more projects are launched, more innovations get seeded, and more work gets done.”
But how do you get there?
Impressive….so that’s what it looks like when you arrive at team confidence! But how do you get there? I know that I had confidence in Allan and his abilities because I was willing to both be led by him and to create and explore various opportunities for taking the lead at appropriate times. I trusted that Allan would provide the necessary evaluative feedback I needed and that he would deliver it in a safe and supportive way. My energy was therefore freed up and my motivation was high to work hard and do my best.
What was it about Allan that made this possible for me? Or, that enabled me to give myself permission to passionately give it my best?
Kanter seems to think that the role of leader doesn’t require an exceptional personality. “Although the charisma of leadership tends to be associated with larger-than-life individuals who weave inspirational spells, charisma can become a property of a whole group of people who believe in one another and the power of their teamwork….that’s the real magic—to make leadership appear from many unexpected places, just when it is needed.”
Allan definitely had charisma, but Kanter puts more weight on the ingredients for confidence that can be generated in a team: “Confidence blossoms when people feel connected rather than isolated, when they are willing to engage and commit to one another, when they can act together to solve problems and produce results, ignoring boundaries between them. A culture of pride stems from respect for the talents and potential of other people in the system. Mutual confidence begins with firsthand knowledge of one another and the chance to discover human connections. ‘Chemistry’ is not a mysterious factor dependent of whether people happen to hit it off; bonds grow from working together on real and important tasks that achieve success.”
Finding the best fit
As I weigh the above ideas, I surmise that a skilled leader works to inspire, direct, and encourage his or her team toward a mutually successful outcome. For me personally, I very much like the look and feel of Kanter’s description of the synergy that can exist in a group that’s confident in the abilities of its members. While this can include the leader, I still think that I prefer the at-least-one-rung-down role of team member. I know that I can function more fully and freely when I am responsible for my part in the process, but not the overall accountability for the entire outcome.
Further, as I feel into the type of team member I would want to be, I come back to the image of the semi-trailer. Ideally, I would want to be less concerned with protection from unseen elements and more focused on seeing where I’m going and having options as to how I get there!
I feel fortunate to have had my sheltered position working for Allan at such a formative time in my life. It’s given me a benchmark experience of how it feels to confidently take on new territory, knowing that mistakes can be turned productively into useful data that will lead to an improved attempt at the next new venture. But I have also grown and matured in the decades since that time and, at this stage in my life, it’s helpful to remind myself that I can apply my skills and experience in similar ways and benefit from the results even without Allan around to guide me.
My internal fog clears as I consider the type of team environment I would most like to participate in. As I think about the dynamics of a successful team and how the functions of leading and the following become fluid as needed, I find it less of an issue to figure out which role I am comfortable in. I know that there will be times when I will be called upon to be both. I can instead channel my energy for further exploration of this topic into recognizing and building upon the successful qualities Kanter describes, facilitating personal growth as I interact with others in my work and home environments.
What About You?
Some points to consider for finding your own best fit
It’s not easy to see ourselves clearly in our roles and relationships. When driving a vehicle, we need windows, side and rear view mirrors, and frequent shoulder checks in order to monitor where we’re going and what the others around us are doing. By staying awake and alert at the wheel, we have the best chance of safely navigating to and from our destination and enjoying the ride along the way.
The same is true in our interpersonal lives, whether at work or at home. When we are able to gather accurate feedback and authentically assess our strengths and our weaknesses—and the triggers that nudge us one way or the other—we set the stage for the fullest expression of our gifts and talents and become realistic about the contributions we are capable of.
The following questions will help you to get started in finding your own best fit and creating the circumstances that will help you to thrive. For further tips and information sources on this and other related topics, consult the Resources section of The Upside Life website.
- Have you ever thought about your own preferred role as either a leader or a follower?
- Which role brings out the best in you? Consider your environments at work, at home, and in your social circles.
- Do you remain in one role or the other most of the time, or do you shift back and forth? Are you aware of when and how you do this?
- Do you see either of these roles as negative and therefore avoid it? Why?
- Do you think the world generally views one of these roles as preferable to the other? What data or experience do you base your conclusion on?
- Have you ever experienced working with or for someone (not necessarily in an employment position) whom you would describe as an excellent leader? What is it about this person that makes them stand out for you?
- What do you think about Kanter’s description of the characteristics of successful teams?
- When you reflect on a team you are currently a member of, or one you’ve been a part of in the past, how well does your team fit Kanter’s description?
- How well do you fit her description of a confident and motivated team member?
- If you fell short in your self-assessment, what got in the way of you delivering your best performance or contribution?
- What might have made a positive difference for you?
- How do you think the outcome might have changed if circumstances had been better for you?
- If you are currently dissatisfied with a leader or follower issue in your life, or a team situation that you are involved in, how might you begin to analyze your role in the situation and see if there is room for positive change? How could you get started?


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