Remember those old-school bosses? The ones who barked orders and expected everyone to fall in line? That kind of leadership feels like it belongs in a museum these days. Things have changed — a lot. And it’s not just about new tech or different generations in the workplace. It’s a fundamental shift in how we understand what it means to be a leader.
As I discussed in my previous article, “Leadership within correctional facilities: A journey beyond titles,” this evolution is crucial, especially in challenging environments like corrections. I can tell you from personal experience that when I first started as a supervisor, I was that old-school boss. Evolving and changing wasn’t easy; every step of the way presented challenges. Change, especially when it involves deeply ingrained habits and power dynamics, is hard. People resist it. But these changes in leadership styles? They were necessary — crucial — to get where we are today.
The fall of top-down leadership
Early in my career, I witnessed and participated in a lot of that top-down, directive style of leadership. It was all about efficiency and hitting targets, and people were often treated like numbers. It might have worked in some situations, but it wasn’t a recipe for happy or engaged employees. Creativity? Forget about it. Critical thinking? Not encouraged. People felt like cogs in a machine, not valued members of a team.
Shifting that mindset — convincing leaders there was a better way — was a real uphill battle. People are comfortable with what they know, even if it’s not working optimally. Thankfully, things started to evolve. Leaders began to be trained differently and realized that explaining the reasoning behind decisions actually made a difference. When people understand the “why” behind their work, they’re more likely to buy in and feel a sense of purpose.
It’s common sense, really. If you treat people like adults and respect their intelligence, they’ll be more invested in the outcome. But even this seemingly simple shift met with resistance. “Why do I have to explain myself?” some leaders would ask. It took time, patience, and a lot of convincing to demonstrate the benefits of transparency.
From command to collaboration
Then came the shift toward participatory leadership. Suddenly, it wasn’t just about the boss making all the calls. Teams started brainstorming together, sharing ideas, and actually having a say in the direction of the work. This collaborative approach not only led to better ideas but also created a stronger sense of ownership. When people feel like their voices are heard, they’re more committed to the team’s success.
This, too, was a tough one. Some leaders felt threatened by this shared power, while some employees were hesitant to speak up — afraid of being wrong or disagreeing with the boss. Breaking down those barriers took time and effort.
These days, emotional intelligence is paramount. We’re finally recognizing that leadership isn’t just about logic and strategy; it’s about understanding and managing emotions — both your own and those of your team. We live in a world where mental health is a real concern, and smart organizations understand that employee well-being is directly linked to performance.
Many of us have worked with or managed people who are accustomed to receiving positive feedback, even for effort. This requires a more nuanced, empathetic approach. This, perhaps, has been the most challenging shift of all. It requires a level of vulnerability and self-awareness that many leaders aren’t used to. It means acknowledging that emotions play a powerful role in the workplace, and that’s not always comfortable.
Let’s be real: you’re not always going to click with everyone on your team. You might not see eye-to-eye with some of your staff, or even particularly like them. But a good leader understands that personal preferences don’t matter. Your job is to find out what makes each person tick, what motivates them, and how to get the best from them — regardless of whether you’d grab a coffee together outside of work.
Self-awareness as a leadership tool
So, what does this mean for leaders today? It means a few key things:
- Knowing yourself: You can’t lead others effectively if you don’t understand your own strengths, weaknesses, and emotional triggers. It takes self-reflection, honest feedback, and sometimes even professional coaching to get a clear picture of yourself.
- Managing your emotions: We all have bad days. The difference between a good leader and a bad one is how they handle those days. Learning to respond thoughtfully instead of reacting impulsively is crucial.
- Walking in someone else’s shoes: Empathy is key. It’s about truly listening to your team, trying to understand their perspectives, and creating a safe space for open communication.
- Building bridges: Strong relationships are the foundation of any successful team. Leaders need to be able to communicate effectively, resolve conflicts constructively, and foster a sense of belonging.
- Inspiring and motivating: Everyone is motivated by different things. A good leader takes the time to understand what drives their team members and creates a vision that resonates with them.
Through self-reflection and the use of tools like personality or strengths assessments — though I’m not endorsing any specific test — I’ve uncovered my StrengthsFinder themes, which have helped me understand how I apply my leadership qualities. These assessments can be incredibly valuable for gaining deeper self-awareness.
For instance, my Competition theme isn’t just about wanting to win; it fuels my constant drive for improvement. This requires real self-awareness to identify areas for growth. This theme also ties into my emotional intelligence, as managing my own motivation and understanding what drives others is crucial for team success.
The Arranger in me thrives on finding the perfect fit for everything, including people. This naturally connects to empathy, as I’m always considering each person’s needs when we’re working together. My Individualization theme further supports this, allowing me to see and appreciate everyone’s unique talents, which is key to building strong relationships. My Significance theme pushes me to make a meaningful impact, and this, too, is linked to emotional intelligence. Inspiring others requires emotional awareness and the ability to connect with them on a deeper level. Lastly, my Command theme enables me to communicate a clear vision, but it’s not about dictating — it’s about empowering others and fostering collaboration.
These strengths, unveiled through purposeful self-exploration, shape my approach to leadership and underscore the importance of self-awareness, emotional intelligence, and empathy.
Why this evolution matters
The evolution of leadership isn’t just good for the bottom line — it’s good for people. When leaders prioritize empathy, communication, and employee well-being, everyone benefits. You create a more positive work environment, boost morale and engagement, improve communication, and ultimately, build a team that’s more productive, creative, and loyal.
Leadership is a journey, not a destination. It requires a willingness to learn, adapt, and grow. And yes, it can be hard. Resisting the urge to fall back into old habits, embracing vulnerability, and navigating the complexities of human emotions — it’s not always easy. But the payoff — a thriving team and a fulfilling work experience — is more than worth the effort. Because ultimately, leadership is about empowering others to be their best selves.
Learn more: What is StrengthsFinder?
StrengthsFinder, now known as CliftonStrengths, is a personality assessment developed by Gallup. It helps individuals identify their natural talents — the ways they most instinctively think, feel and behave — and shows how they can develop these into strengths to be more effective personally and professionally.
Key points about CliftonStrengths:
- Assessment-based: Users answer a series of timed questions that compare paired statements. The assessment identifies 34 talent themes.
- Top five themes: Most users receive their top five dominant talent themes, though a full 34-theme report is also available.
- Talent themes are grouped into four domains:
- Executing (e.g., Achiever, Discipline)
- Influencing (e.g., Command, Communication)
- Relationship Building (e.g., Empathy, Individualization)
- Strategic Thinking (e.g., Learner, Futuristic)
Application:
- Commonly used in leadership development, team building, and career planning.
- Promotes a strengths-based approach — focus on leveraging what you do best instead of over-focusing on weaknesses.
- Used in corrections, law enforcement and military settings to develop self-awareness, improve team dynamics, and enhance leadership effectiveness.
Access the assessment at gallup.com/cliftonstrengths.
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