Purposed for Leadership

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People are ‘purposed for leadership’.
We recognise when we see a child who has a sporting capability that ‘they’re a natural’, we accept when that child matures into the best football Player in the country…or the world that it’s as if it was meant to be. Likewise, with many doctors they feel that their work is a vocation, a calling.
All this points to them having a strong sense of purpose that motivates them to do what they do.

So is it so hard to believe people can be purposed for leadership?
It can be depending on how we define leadership, coupled with the fact that our culture has elevated particular leadership styles as being the hallmark of a leader.

So is being a natural leader the same as being purposed for leadership?
Not necessarily, I’m not talking about having a charismatic leadership style, or being a persuasive communicator. We all know people who just seen naturally comfortable, even at a young age in leading – they can influence others, for good or bad. However, being purposed for leadership is more than this; it’s where the leader has an innate sense of wanting to achieve a goal or purpose bigger than themselves to the benefit of others – it’s being relationally focused first and then choosing to lead for the benefit of those relationships.
What makes such a leader effective is not simply their technical skills and persuasive abilities but being able to inspire, support and connect and thereby influence others. Those purposed for leadership see the vision or goal and inspire others, especially their team, to partner with them in fulfilling it, they support others focusing on and believing in their team’s ability to achieve great things and seeking to draw out that greatness from within them and lastly, they choose to connect with their team in an authentic way – building strong relationships of trust whereby the team know the leader has their good at heart.

So does that mean people who are not ‘purposed for leadership cannot can’t be a leader?
Not at all.
My view is of course people who are not purposed for leadership can be leaders.
In-fact, anyone can aspire to and even achieve competency as a leader. But….and here’s the thing

  • I believe human beings have the capacity to be multi-talented, some say gifted and so can do whatever we choose – but the degree to which we excel in a role or discipline is I believe dependent on our innate preferences connected to our personalities, i.e. who we were created to be. So when we develop our preferred motivational talents (our strengths), rather than focusing on those things we do not like and do less well. So if you’re not a ‘natural born’ leader the impact to you emotionally and physically may be great as to sustain being in a role that does not lend itself to your preferred motivational talents will in the long run drain you of energy and when the pressure is on may cause burn-out as you are always operating on manual rather than auto-pilot.
  •  If you are a leader who puts the leadership position first, i.e. achieving that title, status and the goal is being front and centre, rather than serving to achieve a greater goal than self then the outcomes will never go beyond your own self-interested goals.

So, how do I know I am purposed for leadership?
It starts with a voyage of self-discovery, knowing who we are, mastery of self. When we know and are comfortable with who we are – only then can we know if we are willing and able to support, even serve, and lead others. Such self-reflection and often vulnerability is not something everyone is comfortable with …so are you ready to take the plunge?

Yes – then contact us on info@kitch-cc.com
Kitch  Leadership Model
Our goal is to develop relationally focused leaders equipped to achieve sustainable change in their organisations and beyond.

‘Why relationally focused?’
Every organisation knows people rarely leave jobs or organisations – they leave managers! A key component of the type of leadership that Kitch’s development programmes and coaching is built on leader is the ability to fouus on tohers, rather than self (service) and build Trust. Building Trust leads to credibility and requires both character and competence. It is character that allows a leader to connect, inspire and support their team to deliver results.

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