There are two types of leaders: those who function horizontally and those who function vertically. Behind each approach is a set of personal values and characteristics that affect work relationships, the culture of the organization and many workplace practices.
Influential psychiatrist Rudolf Dreikurs described both vertical and horizontal movement.
Individuals moving vertically, he said, are concerned with personal superiority and prestige. They live with constant tension, fear and anxieties of falling down, of somehow being less than. They are vulnerable to criticism from others or oneself, and believe that making mistakes or revealing imperfections may lower their status and open themselves up to ridicule.
Harold Mosak, a colleague of Dreikurs, once told the story of the centipede moving along with all legs beautifully flowing. She stopped and all legs came to attention. A beetle complimented the centipede and admired the way she moved, but asked if her 57th foot moved before or after her 56th foot. The centipede became so busy watching her own feet that she could no longer move, and starved to death. This is the plight of vertical movement.
The courage to be imperfect
Horizontal movement is quite the opposite; individuals feel accepted, valued and believe they have a place of significance. They are fully engaged in the tasks of life — work, social relations and intimacy — and are more focused on contributing and adding value than on their status and place in the world.
Individuals functioning this way accept they are imperfect and see mistakes not as a threat, but as a natural part of growth and development. They have what Dreikurs described as the “courage to be imperfect.”
Leaders who function vertically are concerned with power and control.
They see themselves at the hub, and feel they must be involved in all aspects of the organization. Individuals around them perceive being micromanaged and feel devalued in their ability to be recognized and fully contribute. A growing body of research suggests that companies managed this way produce overall lower financial outcomes. Certainly, employees in these organizations are more disengaged, and there is a higher rate of employee turnover.
Show your people respect
Leaders who function horizontally view employees at all levels as actively contributing to overall performance, and engage employees accordingly. Employees are more motivated as they feel valued, empowered and better able to make proactive choices and take appropriate risks. Such companies have higher financial returns and lower turnover.
As ideas are encouraged and supported, innovation increases. These employees are also more tolerant of change, because there is more trust and faith in the business strategies these leaders espouse.
What can leaders do to move from being vertical to being horizontal?
First, as Dreikurs said, “have the courage to be imperfect.” View employees as having value and being collectively able to actively contribute to the company’s overall success. Create a culture of mutual respect and foster partnerships and collaboration at all levels. Have a level of risk tolerance that allows mistakes.
Finally, ensure that leaders at all levels espouse the same philosophy, and be sensitive for signs of leaders falling into vertical attitudes and approaches. ●
