Myths Busted! The Leadership Lessons To Choose The Right Lead

Being a management student, you all might have a common desire to lead a team someday. After all, a big part of learning at business school is about having the right leadership qualities. In today’s digital-led world where almost every process is evolving and becoming more updated; the leadership tactics are also driving through evolutionary theories. 

Today, with the topic “myths busted! The leadership lessons to choose the right lead”, we are telling our future business leaders how making space for evolutionary theories help them become more mindful and lead effectively. 

Myth 1: Setting a vision for the team is the first priority task of a new leader

As soon as the new boss arrives, most of the organizations expect them to rapidly set a new vision with the team. Regardless of the fact that there is no bonding between the team and the developing leader, such advice mostly becomes the main reason for the vast majority of vision fails. Not only this, but such rapidness of actions also causes large-scale disruption and consume valuable management time. 

Myth 2: Associating leadership with expertise – Great leaders always have the right answers

When we are at school, there is no doubt that the teacher is the leader and they seem to have the answer to any question that we ask. As we reach maturity, the same teacher-student duo works differently. And, as a team member, disassociating expertise from leadership takes conscious efforts. In reality, the world today is simply too complicated for any individual to be an expert in everything associated with their endeavour. 

Myth 3: Leaders should distance themselves from gossip

Often we’ve listened that what does leadership have to do with gossip. But, Robin Dunbar, Evolutionary Psychology Professor at Oxford University, created quite a storm when he hypothesized that the emergence of gossip was a major factor that underpinned a radical change in the way that homo sapien ancestors co-operated. The co-operative group addressed an increase of 150 group sizes from 50 once gossip emerged. When it comes to leadership, we want to differentiate ourselves from the generally accepted definition of gossip as negative and destructive. On the contrary, leadership capability based around gossips is still relevant today. 

Note: The context is driven by The Smart Manager (Vol 18), which is available at the library to read. The leadership lessons are given by Graeme Findlay, an Associate Fellow at the University of Oxford Business School, who addressed five myth buster for leadership.