Leaders have often been defined as those who are out there on the frontline, clearly visible to their followers and the world to watch and emulate. While traditionally that may have worked, experts say it may not be the way forward. So why would you give up the tried and tested method and theory of leading from the front? Because, going forward, argue some theories, the relationship between the employee and employer is set to change. People while looking for a livelihood are also searching for more meaning in their work. They are looking to be valued for who they are as individuals. They want to be part of something bigger than themselves and are not just willing to follow blindly. So the old style of ‘handing down’ tasks might not work.
Leaders who withdraw from the centre stage and stay away from the spotlight give others a chance to shine. When people perceive themselves as being in the spot light, they are inspired to give their best. They view themselves as stake holders in the business and this inspires loyalty and fosters productivity. It also grooms them to be leaders in the future.
The concept of leading from behind has been described as early as fifth-century BC when Lao-Tzu lauded it, describing it as one in which the people are almost unaware of the leader’s existence. In more modern times, a paper in 1970 by Robert Greenleaf theorised that true leaders are those who lead by serving others. More recently, the concept of “leading from behind” can be credited to theories advanced by Linda Hill of Harvard Business School. In fact, it gained currency when Nelson Mandela described leaders thus - a leader, he said, is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realising that all along they are being directed from behind.
More participatory in nature, those who lead from behind do not just assign tasks or tend to a single goal. They often let each individual take over the task he or she is best suited to, based on their own estimation of their talent. This does not mean that there is no responsibility assigned. Rather it is premised in the idea that when people see their work as meaningful and suited to their talent, they are more productive and efficient in the long run. They take ownership of what they do.
‘When people perceive themselves as being in the spotlight, they are inspired to give their best’
While this might sound chaotic, it is best suited for a climate of innovation, which helps companies survive in these fast paced times. Innovation is no longer about a genius cut away from the rest of the world thinking up and working on the best ideas and then setting up an assembly line for production.While those in leadership positions might have the experience, those at the entry level might have a fresh perspective on what the outside world wants. Leading from behind in fact provides ample space for individual growth and diversity which are highly essential for innovation.
With Mahatma Gandhi and Mother Teresa as some of the leaders who epitomise the gentle ‘lead from behind’ style, it is easy to see that it works. In the words of Nelson Mandela, “It is better to lead from behind and to put others in front, especially when you celebrate victory when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.”
By Nischal Narayanam
