Assumption Description
Leaders who subscribe to this assumption believe that if they delegate authority to a subordinate they will be viewed as weak and dispensable.
Implications for Leading
Rather than empower their team, leaders who believe that delegating authority weakens their leadership maintain control and take credit for the outcomes as a way to protect their image and position within the organization. As a result, they discourage creativity within the team and limit the professional growth of the team overall.
Sinek (2014) cited a study that showed that the opposite was true in the long run. Teams with a controlling leader may have better results in the short term than leaders who empower their teams. But in the long term, leaders who empower their teams perform better for a longer period of time.
Examples of the Assumption
An employee we’ll call Matt was responsible for building the supply chain curriculum for his company. He was brought into a meeting with a room full of executives. His manager at the time pulled out a chair, stuck it in the corner, and told him to sit there. So he did. The manager then proceeded to attempt to explain Matt’s design document.
But there was a lot of confusion about what it all meant. The senior executive finally stopped her and asked who wrote the document. The manager said that of course it came from her team but the executive wanted to know who in particular authored it. She finally admitted that Matt was the author. The senior executive told her to sit down and he called Matt up to talk through his design.
Related 21st Century Leadership Beliefs
Supporting Resources
Maxwell, J. C. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you. Thomas Nelson.
Sinek, S. (2014). Leaders eat last: Why some teams pull together and others don’t. Penguin Group.