![](\"http:\/\/squarehr.com\/wp-content\/uploads\/2019\/02\/7-leadership-myths-debunked.png\")
<\/p>\n<\/p>\n
There are persistent leadership myths that permeate our
\nculture and quietly influence how we conduct ourselves in the workplace and
\nbeyond. <\/p>\n
Think about a leader that you find inspiring \u2013 an athlete,
\nan orator, a super hero, your boss, perhaps your mother. <\/p>\n
We, as humans, tend to place these individuals on a pedestal. They might seem smarter, stronger or more courageous than the average Joe. When, in fact, they are fallible beings, just like you and your employees. <\/p>\n
Yes, they command respect and admiration from you and others, but their status in your eyes (and in the workplace) was probably hard earned through trial and error, coaching and mentorship, continued learning and the ability to adapt and evolve over time.<\/p>\n
There is a lot of advice out there for how to be an
\neffective leader. Unfortunately, some of that helps spread unrealistic ideas of
\nhow a leader should behave. <\/p>\n
Foster a strong leadership team at your company by avoiding
\nthese debunked leadership myths:<\/p>\n
For years, it was common wisdom that only extroverts could
\nbe successful leaders. Introverts, on the other hand, must nurture extroverted
\ncharacteristics in order to successfully lead teams.<\/p>\n
The reality is that introverts After all, it takes a listener to gather customer feedback and employee observations and a critical thinker to put together common elements that may result in a new business opportunity.<\/p>\n Larry Page, Bill Gates and Albert Einstein stand as solid examples of just how successful introverts can be. There are many more whose names don\u2019t ring a bell. Why? Because they work to highlight the organization and not themselves.<\/p>\n Some leaders think they must be smarter and know more than anyone working for them. <\/p>\n That logic may have held true in the industrial age when a With today\u2019s fast-moving business culture, that\u2019s no longer Early in their careers, leaders often learn a few management However, leadership is rarely a Just as technical skills need to be constantly updated to For instance, your approval structure may work well when As your responsibilities grow, you must learn what motivates It\u2019s a common misconception among managers and employees The service representative who decides how to best help an You can and should encourage all employees to take charge when appropriate. It\u2019s important to help employees cultivate the necessary skills to lead in their own way, regardless of their title. This is the<\/em> most effective leadership development tool.<\/p>\n Well-run teams motivate and support themselves, while the leader provides clarity about business priorities rather than micromanaging every task<\/a>. Energized employees don\u2019t wait to be told what to do. <\/p>\n The words \u201cleader\u201d and \u201cmanager\u201d are used interchangeably in Managers set and enforce rules and control a group in order Both roles are necessary. The key is to strike the right balance between being a manager and a leader<\/a>. <\/p>\n It\u2019s easy to see at leaders as infallible. However, not only A strong leader understands the difference between sloppy Rather than punishing or discouraging failure, good leaders Without trial and error, there can be no innovation.<\/p>\n Some leaders fail to realize that they set the tone for By focusing solely on operational, financial or Instead, emphasis should be placed on the overall team\u2019s Leadership tips may come and go but good management never Find more leadership tips when you download the e-magazine The Insperity guide to leadership and management<\/a>.<\/p>\n
\ncan make great leaders<\/a>. Two of the key traits of introversion,
\nlistening to others and quiet reflection, are critical components of sound
\ndecision making. <\/p>\nMyth #2: Leaders need to know everything<\/h2>\n
\nline worker rose to manager by knowing how to perform every job on the factory
\nfloor.<\/p>\n
\npossible, or even desirable. Today\u2019s leaders need to be willing and able to tap
\ninto the skills and expertise of the smart people around them.<\/p>\nMyth #3: One leadership style fits all, forever<\/h2>\n
\ntechniques that work well. Those habits can become ingrained. <\/p>\n
\none-size-fits-all proposition<\/a>. <\/p>\n
\nremain relevant, so do motivation strategies and management styles.<\/p>\n
\nyou\u2019re leading a team of 10, but it may stymie productivity when you\u2019re
\nmanaging 150. Alternatively, a leadership style that worked when you managed a
\nmanufacturing facility might not work with a team of engineers.<\/p>\n
\ndifferent types of people and adapt accordingly. Good leaders nurture their
\nability to communicate and improve their skills through practice.<\/p>\nMyth #4: Only the boss can lead<\/h2>\n
\nalike that there\u2019s only one leader per team, department or company. In reality,
\nalmost everyone takes on a leadership role from time to time, stepping up and
\nstepping back as circumstances change.<\/p>\n
\nupset customer can be just as much a leader as the boss who sets annual goals
\nand priorities. <\/p>\nMyth #5: Management equals leadership<\/h2>\n
\neveryday discussions, but the two functions are distinct.<\/p>\n
\nto accomplish defined goals. Leaders inspire, influence and encourage those
\naround them, whether they\u2019ve got a management title or not.<\/p>\nMyth #6: Leaders must eliminate mistakes<\/h2>\n
\ndoes everyone makes mistakes, but those errors help us learn and grow. <\/p>\n
\nwork and unforeseen missteps. The latter means that your employees are experimenting
\nand taking risks, which can lead to both individual and organizational growth. <\/p>\n
\nobserve how employees react to difficult situations \u2013 a quiet audition of an
\nindividual\u2019s developing
\nleadership and critical thinking abilities<\/a>.<\/p>\nMyth #7: \u201cPeople stuff\u201d is for HR<\/h2>\n
\ntheir workplace or understand the power of positive interpersonal relationships.\n<\/p>\n
\nadministrative metrics, such leaders fail to acknowledge that disrespectful
\nrelationships or a
\ncut-throat environment decreases productivity<\/a>. <\/p>\n
\nachievements and ability to work toward a common goal. That mindset starts with
\nthe business owner or manager and is permeated throughout the entire
\norganization.<\/p>\n
\ngoes out of style. They practice the golden rule and treat others the way
\nthey\u2019d like to be treated. Great leaders have humility and recognize that
\neveryone makes mistakes, including themselves. <\/p>\n