Few phrases have been repeated as much in the corporate world as: “the leader inspires, the boss orders”. This dichotomy, despite being well-intentioned, aged poorly. Today, it confuses more than it helps — and can get in the way, inclusive, the development of more mature and complete leadership.
The problem starts at the starting point: both “boss” and “leader” are labels that speak of the style of relationships with others, but they say nothing about the role that the person performs within the organization. The role of those who lead — formally or not — is to generate value for the company through their decisions and actions. Leadership is a strategic responsibility, not a symbolic title.
When we limit the discussion to how leadership communicates or behaves, we ignore that leaders are, before everything, employees. People hired to fulfill a role, generate deliveries and respond to the results of the team they coordinate. The leader who inspires, but does not deliver, is not performing its function. And the “boss” who demands and organizes clearly — but with respect — may be exactly what the company needs in a given context.
This does not mean giving up healthy human relationships or the importance of engagement. It means recognizing that, at the end of the day, leading involves decision making, responsibility, vision building and, sim, delivering consistent results. Romanticizing the role of the leader as someone who only motivates, without charging, without structuring and without responding to the business, is to detach leadership from organizational reality.
The real challenge is not choosing between being a “boss” or a “leader”, but in integrating the ability to build good relationships with the ability to manage with clarity and strategic focus. The contemporary leader needs both sensitivity and firmness. Both empathy and criteria. Is someone who relates well, but it also decides, structure, sustains and delivers.
It’s time to overcome the simplistic view that opposes inspiration to management. Real leadership is much more complex — and much more powerful — than that.
If we want more prepared leaders, We need to start talking more seriously about what, in fact, expected of those who occupy this role.