In recent years I’ve seen a growing trend in senior manager management styles towards wanting to “make people happy“. This leadership style is often referred to as a “populist” leadership style. I feel that a strong “PC culture” typically gives rise to this style of leadership.

Unfortunately, populist leadership typically only takes constituents so far, and after the “lollies have stopped being handed-out” as a measure to keep people happy; that’s when the evolution of the given organisation (or even a whole country) starts to slow – and can even stop altogether.

The real problem created in a populist leadership regime is that constituents are told messages by such leaders in the vein of exactly what constituents want to hear – or are prepared to embrace/ tolerate. Unfortunately, by leaving-out messages that reflect reality and/ or which may introduce new opportunity/ direction, constituents are never exposed to the possibility of “new frontiers” (greener pastures) being entered. 

The most effective leaders who have ever lived on earth are those who have held real conviction in their beliefs and have demonstrated real strength in the delivery of their messages. Consequently, these leaders have managed to influence considerable change and have won the hearts and minds of many – mostly as a sign of respect for their leader having the courage to challenge the status quo and being prepared to be emphatic about heading in a particular direction.

If you as a leader are not demonstrating much strength in communicating the vision that you have for the direction of your organisation/ country, then it is likely that you’re not winning the hearts and minds of those who are looking for effective leadership. This category/ type of person you are leading is typically strong-minded in their own right and very capable. If you don’t show effective leadership to these sorts of people who are in subordinate positions, you run the real risk of losing them to another organisation.

Effective leadership boils down to these traits and management styles:

  • Being able to demonstrate belief/ conviction in your ideas/ views.
  • Being able to show that your ideas/ views are supported by empirical evidence (e.g. research findings) and/ or the views/ opinions of other credible leaders.
  • Communicating in a clear, open and direct manner – without expecting the audience (e.g. constituents) to necessarily support what you are saying. Your job is NOT to “sugar-coat” the message that needs to be communicated !
  • Being prepared to accommodate the view/ opinions of others (note – this does NOT necessarily mean “agreeing” with what others say. Rather, it means being prepared to listen and take on-board the expressed opinions of others, only).
  • Being prepared to collaborate/ cooperate to derive best solutions possible.
  • Being prepared to contribute ideas/ input without expecting any kudos in return (this particular trait is very difficult for many leaders to develop; and that’s why “legacy-building” mind-sets develop in some leaders).
  • Being prepared to share your “honest” views that reflect the best interests of the constituents that the leader represents – and not views that are designed to appease people/ make people happy. 
  • Being prepared to compromise in order to allow a satisfactory outcome to be realised/ reached; and being prepared to support the “majority decision”, irrespective of whether or not you supported the given resolution that was formed.