3. Work Factors That Inhibit Doing Leadership

We all have and use leadership in varying degree. And we all lead—when we actually lead and not just manage—from the foundation of our spiritual core values. Our perceived leadership or lack thereof is inextricably linked to our sense of identity. And our values set circumscribe our sense of identity. When leaders—all people—mask their true feelings and core values their coworkers know it. Workers typically respond to this kind of inauthenticity with caution. They become distant. They hold back their commitment. They wait to respond until the leader commits to a specific course of action. They tend to take a reserved attitude toward the leader’s leadership. The result is that they withhold creative ideas and wait for instructions rather than take the initiative. As a resource, leadership is like any other—it must be shared if it is to maximize collective effort. Even a cursory review of human history shows the reader that when leadership has been concentrated in the hands of too few people, this concentration of power leads to injustice and conflict—even violence. Conversely it is effective when leaders include coworkers in their leadership activities. The ability to share leadership is a solid indication of effective social and psychological adjustment and institutional morality and health.