Peter Drucker summed up leadership and respect in this way, “The work relationship has to be based on mutual respect. Psychological despotism is basically contemptuous—far more contemptuous than the traditional Theory X. It does not assume that people are lazy and resist work, but it assumes that the manager is healthy while everybody else is sick. It assumes that the manager is strong while everybody else is weak. It assumes that the manager knows while everybody else is ignorant. It assumes that the manager is right, whereas everybody else is stupid. These are the assumptions of foolish arrogance.”

Every relationship in business is important. Emerson reportedly stated, “Men are respectable only as they respect.” Partitions between management and employees weaken when mutual respect is managed beneficially.

Why is leadership so insurmountable for most? Why don’t they get any better at it? The problems are consistent. Traditional hierarchical leadership is, “My way or the highway.”

Leadership can be demanding. Authentic leaders use this to develop the leadership potential of their employees. Nevertheless, there are leaders who can foster a “me vs them” atmosphere where objectives are intermittent. People are expected to fall in an autonomous line where thinking is diluted to prevail upon the wishes of a leader suffering the conflicts of a personal and public persona. 

Despite books and interminable meetings, we are reminded that leadership protects silos of bureaucracy by reminding us of command and control.

“I demand and you abdicate.”

A leader in a high trust environment does not think in terms of subordinates and followers, but collaborators.

They avoid the following tendencies:

The rules apply to everyone

Never expect employees to obey rules and processes you may not adhere to yourself. Don’t embellish habits onto employees that you aren’t conscientious about.

The impact of a leader on influencing behavior is profound. One in a leadership or management position is assumed to be in the role because they have something to offer.

Employees expect you to have skills that will migrate to them. They genuinely want to become better parents, employees, and colleagues.

Meaning you bear a mantle of respect. They see your purpose to such an enormous degree that they learn to assert purpose in all they do as well.

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About John Ellis

John is a respected thinker on raising awareness of leadership qualities that make people highly self-esteemed. He travels widely with his wife Meghan and their dog Molly.

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