One common misconception is that leadership behavior is tied to a job title. It is important to distinguish between holding a leadership position and demonstrating leadership behavior.
Not everyone in an organization can be given a leadership position, but everyone can demonstrate leadership through their conduct, regardless of job title or grade. Leadership is not associated with a role, a business function or an industry.
One does not need a title to behave in a way that is admirable by all. Leadership cannot be claimed; rather, it is awarded to you by those around you because of the impact you have had on them.
A person who takes time to support a colleague in need is demonstrating leadership.
A person who steps in to shield a person from harm is demonstrating leadership.
A person who shows empathy to another during challenging times is demonstrating leadership.
There are many examples of good leadership vs bad leadership. Let me share an old war story of a general and his soldiers. Legend has it that a man riding on horseback came upon a battlefield and saw exhausted soldiers digging defence trenches while their commanding officer barked orders and threatened punishment if they did not complete the job in time.
The man on horseback asked the commander why he was not helping the soldiers dig if the work was that important, to which the commander replied, “I’m in charge! The men do as I tell them. Help them yourself if you feel so strongly about it.”
To the surprise of everyone, the man dismounted from his horse and helped the soldiers dig side by side until the job was completed. He then congratulated the soldiers for a job well done and approached the puzzled commander. The man said, “Next time your rank prevents you from supporting your men, you are to notify the top command, and they will provide a more permanent solution.”
Up close, the commander recognized the man as General George Washington, a Founding Father and the first president of the United States. His rank did not prevent him from demonstrating leadership through personal actions.
Take a moment to imagine that kind of leadership replicated throughout an organization. What type of organization will it be? What would it feel like to be part of its ecosystem and do business with it?
Other examples from history include Mahatma Gandhi, Nelson Mandela, Margaret Thatcher (The Iron Lady), Martin Luther King Jr., Angela Merkel, and Jacinda Ardern. From the corporate world, I take pleasure in naming some of my favorite executives: Reshma Saujani of Girls Who Code, Bill Gates, co-founder of Microsoft and the Bill and Melinda Gates Foundation, Ursula Burns of Xerox, and Martha Stewart, whose comeback story is one I admire most.
A successful organization is one in which all employees embrace and breathe the same leadership air into their lungs, regardless of job titles. For this to happen, the board of directors and executives need to walk the leadership talk.
We cannot expect an individual to excel in all leadership competencies from day one. Rather, skills are developed over time as a leader continues to strengthen their leadership muscle. At Awe Horizons LLC, we define the SHARP Leadership Framework™ with three pillars to enable everyone to embark on their personal leadership journeys. Each pillar consists of certain skillsets to strengthen a leader’s conduct.
A SHARP Leadership Framework™
The SHARP framework can also serve as a starting point for reflection and growth. It encourages individuals to look beyond formal responsibilities and consider how their everyday choices affect the people around them. The way a person listens to a concern, communicates a difficult decision, responds to a mistake, or supports a colleague can influence whether others feel respected and trusted. These moments may appear small, but together they shape the culture people experience at work.
The three pillars are most effective when they reinforce one another. Decisions need to deliver results without losing sight of people, while future direction must be supported by consistent actions in the present. This perspective makes leadership a shared responsibility rather than a quality reserved for those at the top. It also gives individuals a practical way to reflect on their strengths, recognize where they need to grow, and take deliberate steps toward becoming the kind of leader others can trust.
People Leadership includes skills to support, engage and inspire others to help them excel. One of the best measures of a people leader is what people say about them and how they behave around them. If they feel appreciated, involved, and safe to speak their minds, chances are they have a good people leader.
Operational Leadership focuses on how organizations conduct business and deliver results. It ensures that decisions and actions are ethical and effective, that leaders can influence others, and that organizations can adapt to changing circumstances while maintaining profitability.
Strategic Leadership is about building for the future through innovation, clarity, and direction. Strategic leaders provide direction and focus, create healthy work cultures, look for opportunities by challenging the status quo, and abide by a solid leadership charter.
Leadership excellence comes from the synergy of all three pillars. Together, they shape a well-rounded leader, one who understands individual and team dynamics while navigating organizational and environmental complexities.
The framework is Simple. Holistic. Actionable. Relevant. Personal. That's what makes it SHARP.
Remember, leadership is a daily practice. It requires deliberate efforts to make a difference. A difference that leaves behind a lasting legacy.
About the Author:
Awatif is a Fulbright scholar with fifteen years international work experience including roles with Fortune Global 500 companies. She is an entrepreneur and author who wants to share her knowledge and experiences to help both companies and their employees reach new horizons where tranquility exists between life and work.