Good bosses switch between two leadership styles

Why would a leader with a non-directive, collaborative approach need wisdom and expertise. (By John Maner) [...]

Expertise is nearly impossible to display in all areas given the variety of subjects and the capabilities required in a diversified and often technology-based enterprise. Despite, the expression “Prestige” implicitly assumes some kind of superiority towards the team the leader actually serves. Executive Presence and “Gravitas” is something entirely different than “Prestige”. Given the two consolidating reasons why leaders fail - isolation and inability to learn – “Dominance” and “Prestige” may not actually facilitate the leader to succeed in his or her role. Most of my clients are very successful as top-executives because the best talents in their organizations buy into their explained vision, collaboratively set the priorities and monitor alignment all together as a team. Performance reviews in these successful organizations are conducted in a coaching style of communication and the "subordinates" do not walk into annual performance review with an inbred fear. After more than 30 years of consulting and coaching top executives, I do have my validated doubt that a leader who constantly bothers great talent by displaying "superiority" in one way or another will be able to sustain and lead the team to the success he or she depends on in the long run. The toolbox of a great leader requires significantly more than the two styles highlighted in the article published.