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Kaplan, R.E. & Kaiser, R.B. (2003). Rethinking a classic distinction in leadership: Implications for the assessment and development of executives. Consulting Psychology Journal: Research and Practice, 55, 15-25.
We present a new way to understanding the time-honored distinction between self-assertive, task-oriented leadership and empowering, people-oriented leadership. These twin pillars —what we call forceful and enabling, respectively — are portrayed as a duality, a pair of seemingly contradictory yet in fact complementary leadership “virtues.” We also describe a new approach to measuring this duality. Data collected in this way reflect the clear tendency for managers to be lopsided — to overdo one side and to underdo the other. There is also a strong statistical association between lopsidedness — or, stated positively, versatility — and overall effectiveness. This linked way of formulating and measuring leadership in terms of dualities provides leverage in both giving feedback to executives and in guiding their development.
Article in copyrighted peer-review journal: Consulting Psychology Journal
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