Leading from behind fosters innovation and connects leaders
and employees. Find out more about this leadership style.
What Does "Leading From Behind" Mean?
Leading from behind is a leadership model based on the idea
that the most effective type of leadership is one in which those in charge
motivate those beneath them to take charge of decision-making and innovation.
Linda Hill, a Harvard Business School professor, came up with the idea after
reading South African President Nelson Mandela's autobiography, Long Walk to
Freedom.
Mandela wrote in his book that great leaders oversee their
people like a shepherd oversees his flock of sheep. The shepherd stays behind the
flock, allowing the group's strongest and brightest members to go first and
pave the way for the rest. The task of the leader is to ensure that his
flock”whether a nation, a business or organization, or a team”feels encouraged
to generate and collaborate on new ideas while also focusing on their
collective goals.
Servant Leadership vs. Leading From Behind
Many principles are shared by leading from behind and a
similar style of leadership known as servant leadership. A servant leader
reverses traditional leadership roles by prioritizing the needs of those under
them over their own. A servant leader creates a work environment in which team
members do their best in their respective roles by encouraging teamwork at all
levels of an organization and empowering workers through personal and
professional development.
Leading from the Back vs. Leading from the Front
There are a few key distinctions between leading from behind
and leading from in front. They are as follows:
Responsibilities as a leader: Leading from the front
necessitates leaders demonstrating or explaining how they expect their
employees to perform in their positions. Those who lead from behind believe
their employees know how to do their jobs; they encourage and support their
employees' efforts.
Management style: Those who lead from the front are on the
front lines of a business; they direct employees on how to perform their tasks
or do it themselves, which can inspire workers but can also cause confusion
about new tasks. They may wonder who will take over if the leader is unable to
do so. Leading from behind does not require others to do the leader's work;
rather, it allows others to become effective leaders in order to foster
creativity and positivity.
Work lives: Employees in organizations led from the front
and from the back feel valued by their leaders when they succeed. Employees may
not feel connected to success unless a person who leads from the front
expresses their support. Employees who work for a leader who leads from behind
form a psychological bond with their leader and their company because they are
supported and encouraged throughout their careers.
Tips for Leading From Behind
There are numerous ideas for effectively leading from
behind. Among them are the following:
Encourage your team: When leading from behind, harnessing
what Linda Hill refers to as people's "collective genius"”their
ability to collaborate and innovate”is critical to success. Leaders provide
opportunities for growth through a positive work environment, special workshops
and other training, and support in the form of praise and rewards to tap into
that wellspring.
Make a good plan: Leading from behind entails actively
guiding the company or organization. Ensure that all employees understand the
company's goals and policies and that they feel supported. Their efforts should
drive communication and innovation in strategic planning for future goals.
Prepare to lead from the front: Effective leadership from
the back includes stepping up to lead from the front. If teams fail to meet
goals or have difficulty communicating ideas, offer your advice and expertise
to make employees feel supported in difficult situations. This is especially
true in times of crisis, when employees rely on leaders to restore order.
