Fresh approaches to leadership

Participatory Leadership

Participatory leadership is a style of leadership that involves active participation and collaboration from all members of a group or organisation. This type of leadership encourages individuals to contribute their ideas, skills, and perspectives toward decision-making and problem-solving processes.

Participatory leaders typically aim to create an inclusive and empowering environment where everyone's voice is heard and valued. This leadership style fosters a sense of shared ownership and accountability, promoting collective responsibility and a sense of unity among the group.

Participatory leadership is often contrasted with more traditional forms of hierarchical leadership, which rely on a top-down approach and centralised decision-making. While participatory leadership can take more time and effort to implement, it is often associated with greater creativity, innovation, and resilience, as well as higher levels of job satisfaction and employee engagement.

In participatory leadership, the leader acts as a facilitator, creating opportunities for team members to contribute to the decision-making process. This can involve brainstorming sessions, open discussions, and feedback sessions. The leader also encourages team members to take ownership of their work and to collaborate with each other to achieve common goals.

This leadership style is often associated with democratic or transformational leadership, as it emphasises empowering and engaging team members, rather than simply giving them orders to follow. Participatory leadership can be effective in fostering a positive and collaborative work environment, building trust and loyalty among team members, and promoting innovation and creativity.

Ego to Eco

Ego to eco leadership emphasises a shift away from individualistic thinking towards a focus on collective well-being and sustainability. Eco to ego leadership may involve a shift towards a more individualistic or self-centered leadership style that prioritises personal gain over the well-being of the environment and society.

Leaders who exhibit "eco to ego" behaviour may prioritise short-term gains over long-term sustainability and may be more likely to engage in unethical practices that harm the environment and communities for their own benefit. This can result in negative consequences for the organisation, society, and the planet as a whole.

It is important to note that the terms "ego to eco" and "eco to ego" are not static and can be viewed as points on a spectrum rather than binary opposites. Leaders can shift their behaviour towards more or less sustainable and socially responsible practices depending on a variety of factors, including personal values, external pressures, and the demands of the organisation and society.

We can get the best out of individuals with seniority potential by using Leadership assessment. The Hogan MVPI looks at the motives, values and preferences of individuals to understand the personal goals of leaders. Awair is an official distributor of Hogan Assessments in the UK.