Inspirational Leadership – Changing How We Lead
Inspirational leadership: what has changed and how do we lead in 2022?
Navigating the uncertainty and ambiguity of the past few years requires leaders and managers to deliver inspirational leadership. Defined by online dictionaries as merely ‘the position or fact of being the leader’, the term leadership is often detached from its core values. Despite the direct association of leadership with an individual leader, it is important to remember that one can demonstrate inspirational leadership regardless of their role or status within an organisation. Therefore, any individual should feel empowered to lead inspirationally within their organisation.
A speech delivered in 1910 by Theodore Roosevelt, called ‘The Man in the Arena’, encapsulates the idea that inspirational leadership requires a courageous individual to step up and try something new in order to inspire others. In his speech, rather than align leadership with an individual leader, Roosevelt defines it as a courageous act:
“It’s not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; […] who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows, in the end, the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly […]”
Associating leadership with courageousness neatly aligns with the idea that the foremost job of a leader and manager is to orchestrate the energy of themselves and their colleagues. By taking a daring approach to leadership, leaders and managers can, as role models, inspire other colleagues. Amidst the backdrop of the current pandemic, it is particularly important that leaders and managers demonstrate a proactive leadership style.
As times continue to change, the key principles of inspirational leadership remain constant and, despite an abundance of doubt and anxiety, induce a real sense of hope for the future. A survey carried out by Kevin Halloran, in 2017, asked fifty 95-year-olds ‘what would you have done differently in your life?’ The question incurred three main answers, including reflecting more; taking more risks; and investing in that which outlasts you. Despite being in retrospect to their lives, the 95-year-olds’ answers also act as basic principles of inspirational leadership. Reflecting more and taking more risks enables leaders and managers to adopt a considered yet proactive leadership style. Investing in that which outlasts them ensures that leaders and managers spend time and effort helping colleagues grow as excellent leaders. In addition, these values ensure the sustainability of inspirational leadership.
By delivering leadership which is both inspirational and sustainable, leaders and managers can influence and motivate colleagues within their organisations. To put it ironically, inspirational leadership is not about getting the kids to do the washing-up but getting them to want to do the washing-up – this is particularly in important in times of great uncertainty and change.
Contact Simone Robinson, The Oakridge Centre’s Regional Director via email for more information: [email protected]
