Transitions at Work

04th May 2007

How do I become a leader?

D. Quinn Mills is the Alfred J. Weatherhead Jr. Professor of Business Administration at Harvard Business School. The following essay considers the question of moving from manager to leader.

Becoming a Leader

By D. Quinn Mills

A question I often field when the topic of effective leadership arises is: “How does a manager become a leader?”

That question addresses a frustration I hear expressed by many managers—from different industries and professions—who are exhorted to act as leaders by their organizations. Yet acting as a leader can mean different things to different people, and the very vagueness of the prescription is bound to cause trouble.

So it helps to start with some simple definitions. Leadership is primarily about vision and the process by which one person influences the thoughts, attitudes and behaviors of others. Management is focused on results and aligning the activities of many people; it’s based on problem-solving and decision-making.

Acting as a leader should mean an emphasis on vision and helping an organization grow, evolve, and adapt to changing circumstances. As Admiral Grace Murray Hopper, a remarkable leader, once said: “You manage things, you lead people.”

So if leadership centers on vision, how can you—a manager—put it into practice? One common misunderstanding is that leadership requires formal authority or a senior job title. It doesn’t. Another misapprehension is that it only pertains to grand strategic issues. That also isn’t so.

No matter where you find yourself in an organization, you can contribute to the vision and to the success of the collective enterprise. For example, an advertising agency account manager might demonstrate leadership by encouraging her client to consider the longer-term impact of a planned marketing campaign—even if that’s a message the client isn’t happy to hear. In another context, leadership might be championing your firm’s move into blogging or new media. It might mean advocating flex-time working arrangements to attract more working mothers, or challenging your company to move into emerging market segments. It could even mean raising awkward, but necessary, questions about the ethics or morality of a given course of action.

The five leadership skills—defining a vision, setting an example, inspiring others, seeing capabilities in others, and establishing a supportive culture—can be practiced at all levels of the organization, and in settings in which there is no organization (such as running for political office or leading a group of people in a community project). These are vital skills for large corporations or in small group settings, for those in formal leadership positions, or for those consulting or advising.

Leadership is not limited to the naturally charismatic, the extroverted and gregarious and those selected for top management positions. In fact, many of the elements that comprise being a leader can be taught or developed. There are several different ways leadership can emerge, which include training and learning.

A word on authenticity is called for here: leaders must be genuinely dedicated to the mission of their enterprise. They may be called upon to make sacrifices. They will be held to high standards. An authentic commitment is even more valuable in today’s often transitory leadership environment. Employees are wary of management rhetoric and are quick to spot hypocrisy or self-aggrandizement. People in an organization watch those in leadership carefully: when they see a deep involvement and a consistency in purpose, their own commitment is validated and encouraged. (The higher expectations leaders face is one reason why it’s not uncommon for managers to shy away from leadership roles.)

So the next time the question of leadership in your organization surfaces, as a manager you may find it valuable to consider a number of basic questions. How can I contribute to creating the vision for my organization or client? How can I set an example or inspire others? Can I find new capabilities in others in moving us toward our goals? And what can I do to help establish a supportive culture? Answering these questions represents an important part of the transition from manager to leader.