Leadership is a constant presence in our lives, shaping us from childhood through adulthood. Our first encounters with leadership often come from our parents\u2014not just as caregivers but as role models who influence how we navigate the world. These early interactions shape our ability to handle adversity, resolve conflicts, and express ourselves. As we gain independence, our leadership influences expand to include friends, neighbours, and community members. The influences eventually include teachers, teammates, coaches, coworkers, and bosses. Each of these interactions contributes to our understanding of leadership and shapes how we engage with others.<\/p>\n\n\n\n
It can be difficult to articulate the nuances between leadership and management. Leadership is often described as an art focused on inspiring and guiding change, while management is seen as a science centered on maintaining order, consistency, and using structured methods (Grimm, 2010). Management is the head and leadership is the heart. Both involve making decisions, building teams to achieve organisational goals, and ensuring tasks are completed effectively.<\/p>\n\n\n\n
Ineffective leadership cultivates stress, erodes trust, and destabilises well-being and motivation (Jacobs, 2019). Dishonesty, hypocrisy, tyranny, and exploitation are some destructive leadership behaviours that can undermine the health of the leader-follower dynamic and lead to a hostile relationship as well as being counterproductive to the efficiency of organisational efforts (Jacobs). I have worked under leaders who prioritised control and self-aggrandisation over collaboration and transparency, dismissing innovation and feedback. I have seen talented, motivated individuals leave\u2014not because they lacked ability, but because they could no longer tolerate being undervalued and unheard.<\/p>\n\n\n\n
Leadership that balances motivation, inspiration, strong management, and strategic thinking fosters higher employee satisfaction, which directly enhances organisational effectiveness (Hurduzeu, 2015). Castelli (2016) and Khan (2019) found that effective leadership approaches embody human-centred values to respect and motivate followers while connecting them to organisational goals. They determined that followers are motivated by having involvement in decision making, engaging in open communication, and being provided with challenges beyond immediate rewards.<\/p>\n\n\n\n
My engagement with organisational structures has been shaped by my experiences with both ineffective and effective leadership. Studying leadership more intentionally has helped me make sense of my experiences\u2014why I thrived in one organisation yet felt burned out and resentful in another.<\/p>\n\n\n\n
Individuals don\u2019t need to be bestowed with a position or title to be leaders. Julien et al. (2010) found that Indigenous perspectives on leadership are about responsibility, not as a vehicle for creating success for oneself\u2014something described as \u201cego-less leadership\u201d (p. 121). Regardless of title, we each play a role that contributes to a greater effort. Within that role, we can model leadership without a formal title endowment.<\/p>\n\n\n\n
Wiseman (2010) spoke of \u201cmultipliers\u201d as those who motivate and elevate those around them by recognising and amplifying the proficiencies and devotions in others. These are leaders who encourage and acknowledge their colleagues\u2019 contributions\u2014growing and extending others\u2019 intelligence. These leaders seem to have a gift for not only building performant, satisfied teams but for attracting people who want to work alongside them. I have been fortunate to work alongside this type of leader and it is the type of leader I aspire to be.<\/p>\n\n\n\n
In a digital learning environment (DLE), leadership is even more challenging. The more digitally connected we become, the more disconnected we can become as people. We must bridge the digital gap with intent to foster our connections. I consider these leadership attributes to be the most important:<\/p>\n\n\n\n
We can bring these intentions to all of our connections, inside and outside of DLEs. Leadership is a responsibility, not a title. A leader should not lord over their followers, they should sit at the same table. Whether in physical or digital spaces, the best leaders amplify the strengths of those around them. Effective leadership has a ripple effect\u2014and ripples spread across a pond, not down a waterfall. I strive to model this kind of leadership\u2014one that values trust, inclusion, and empowerment. If a former student or colleague reflects on the leaders who shaped their journey and thinks of me, then I will have led well.<\/p>\n\n\n\n
Castelli, P. A. (2016). Reflective leadership review: A framework for improving organisational performance. Journal of Management Development<\/em>, 35<\/em>(2), 217\u2013236. https:\/\/doi.org\/10.1108\/JMD-08-2015-0112<\/a><\/p>\n\n\n\n Grimm, J. W. (2010). Effective leadership: Making the difference. Journal of Emergency Nursing<\/em>, 36<\/em>(1), 74\u201377. https:\/\/www.jenonline.org\/article\/S0099-1767(08)00399-1\/abstract<\/a><\/p>\n\n\n\n Hurduzeu, R.-E. (2015). The Impact of Leadership on Organizational Performance. SEA\u2013Practical Application of Science<\/em>, 3<\/em>(7), 289\u2013293. http:\/\/seaopenresearch.eu\/Journals\/articles\/SPAS_7_40.pdf<\/a><\/p>\n\n\n\n Jacobs, C. M. (2019). Ineffective-Leader-Induced Occupational Stress. Sage Open<\/em>. https:\/\/doi.org\/10.1177\/2158244019855858<\/a><\/p>\n\n\n\n Julien, M., Wright, B., & Zinni, D. M. (2010). Stories from the circle: Leadership lessons learned from aboriginal leaders. The Leadership Quarterly<\/em>, 21<\/em>(1), 114\u2013126. https:\/\/doi.org\/10.1016\/j.leaqua.2009.10.009<\/a><\/p>\n\n\n\n Khan, N. (2019). Adaptive or transactional leadership in current higher education: A brief comparison. International Review of Research in Open and Distributed Learning<\/em>, 18<\/em>(3), 178\u2013183. https:\/\/doi.org\/10.19173\/irrodl.v18i3.3294<\/a><\/p>\n\n\n\n Wiseman, L. (2010). Multipliers: How the Best Leaders Make Everyone Smarter<\/em> (1st ed.). HarperBusiness.<\/p>\n","protected":false},"excerpt":{"rendered":" Leadership is a constant presence in our lives, shaping us from childhood through adulthood. Our first encounters with leadership often come from our parents\u2014not just…<\/p>\n