Leaders and Role Models: What’s the Difference?
Unpacking the question of who shaped your life and your success
This month’s living leadership letter reflects on a common question posed to successful leaders: who shaped your life and your success?
Anecdotally, the answers are less likely to point to visible or more formal examples of leaders in an organisational context, but rather often speak of the more hidden figures in one’s life such as a parent, friend, teacher, or mentor.
Overall, it is evident the influence of a role model has less to do with a formal title, status, or power; it is more about shared values and human connection.
Research tells us a wider conversation about sustaining strong and healthy leadership must not only consider how one is leading, but what one is modelling. Is there a difference? If so, what is the difference? Is it a mere choice for leaders? Or is it a fundamental aspect to leadership today?
It is time to explore...
The ambivalence.
Research by Penelope Lockwood and her psychology colleagues found people can be inspired by both positive and negative role models. On one hand, positive role models can inspire others by illustrating an ideal, desired self, highlighting possible achievements, and demonstrating the route for achieving them. Whereas negative role models can inspire others by illustrating a feared, to-be-avoided self, pointing to possible future disasters, and emphasising mistakes that must be avoided to prevent them. The research also claims the inspirational impact of positive and negative role models depends on the goals people are striving to achieve, whether they are on a path seeking to pursue success or on the road seeking to avoid failure. Even subtle differences in posture can lead to vast distances travelled on the journey.
Whatever the goal and regardless of the path, a role model sets an example for others. The Greek word for example, is tupos, which means to model, make an image, or set a pattern. The ancient Jewish writer Flavius Josephus in his work Antiquities uses tupos to refer to figures formed by a blow or impression, namely in his case, an idol in the image of a god. Ultimately, a role model leaves a mark – an imprint on someone’s life – for the good or the bad. But it is important to remember while the words are most often discussed as a singular noun - role model - it can also be expressed as a plural noun, referring to more than one role model in one’s life as well as how this can change as we learn and grow as leaders.
The shadow.
In a year where half of the global adult population will go to the polls to vote, the 2024 Edelman Trust Barometer tells us how the perception of societal threats and establishment leaders misleading us is growing, while peers are trusted as scientists for new information on innovations. The modelling of a way by public leaders expressed in ego-driven, lack of deference, and above-the-law behaviours, casts a long shadow over the possibility of positive role models.
Celebrity culture and the global entertainment industry drives the trend of popularism, and also collectively casts a shadow on modelling the way of strong and healthy leadership behaviours. As Jim Collins points out, there is perhaps no more corrosive trend to the health of organisations, institutions, and society than the rise of the celebrity CEO and the rock-star leader whose deepest ambition is first and foremost self-centric. His work provides evidence for the antithesis of self-obsessed and self-promoting leadership role models, expressed in his level 5 leadership model as ambition and humility.
The difference.
Research by Jim Kouzes and Barry Posner explains when leaders visibly model the way they create real impact for others around them and in organisations. Leaders have the chance to uphold standards of excellence and set an example for others to follow, as well as bridging the gap between getting things done and making extraordinary things happen. It is also evident visible role modelling of leadership is not confined to the upper echelons of the organisational chart. Rather, the most impactful examples are set by immediate managers and colleagues. Research published in the Journal of Applied Psychology found that leaders new to their roles take a page out of their manager’s playbook when interacting with others, whether it is a positive influence or the toxic role modelling of behaviours.
At whatever level of influence, leadership plays an integral role in creating and maintaining an organisational culture by setting an example of how things get done. This is evident in three ways: motivation (when employees can identify with the leader role model and feel inspired for work); self-definition (when employees want to be like that leader so emulate their behaviours); and finally, a source of positive habits, values, and beliefs (when the leader authentically represents these inside and outside the organisation).
Notwithstanding the importance of formal and visible leader role models, research also points to the power and influence of invisible role models outside of position and title. This type of influence is fuelled through social capital and via social networks.
The test.
Strong and healthy leaders modelling the way: what is the standard of correct behaviour?
The first test is does the leader do what they say? Do they honour their word? If the answer is yes, they have integrity. Integrity is a purely positive proposition, which is defined by Michael Jenson as the state or condition of being whole, complete, or unbroken. Integrity happens when an individual honours their word both by keeping their word, and on time as promised; or as soon as someone knows they cannot keep their word, they inform others involved and clean up any mess caused. Integrity is important at an individual leadership level, committing and following through because if leaders don’t, they undermine themselves as persons of integrity, which shows up as inconsistent, unreliable, and unpredictable to others. It is also a critical ingredient to organisations and society because it creates workability, a necessary condition for maximum performance and an actionable pathway to being trusted by others (and remember how public trust in leaders is at an all-time low!).
The second test concerns the leader’s source of influence. After all, if people follow people, not positions (says John C Maxwell), then the real influence of a strong and healthy leader role model is not found in a title or position of power. Kevin Sharer argues if leaders truly want to model the way and make an impact in the world, then leaders must acquire moral authority. He explained it is
the recognition of a person’s leadership influence based on who they are more than the position they hold. It is attained by authentic living that has built trust and it is sustained by successful leadership endeavours. It is earned by a lifetime of consistency. Leaders can strive to earn moral authority by the way they live, but only others can grant them moral authority.
The third test concerns a leader’s focus. Strong and healthy leaders are self-aware; they work consistently on their strengths and weaknesses, put in place avenues to receive feedback, and are accountable for their actions to others. But while paying attention to their individual actions and behaviours, they also care for others, encouraging teamwork, enabling cooperation, and supporting others in their growth and development. Such people are needed in every area and department of organisations and institutions. If the decision-makers of organisations recognise these extraordinary role modelling superpowers in individuals, then they can also learn how to search for these qualities when hiring future leaders and promoting them within existing structures.
The responsibility.
It is the responsibility of all citizens to model a standard of ethical and moral behaviour for the greater good of those around them. But arguably there is greater weight of responsibility that coexists with more visible and formal leadership roles, that means the modelling of decisions and behaviours have greater and wider potential effects. Are leaders automatically role models? No. If you believe leadership depends on title or position of power or status, then not all leaders influence change. Many of us will have experienced leaders with positional power who have not influenced or delivered change. Indeed, role models who set an example and influence change in someone else’s life are not always leaders in positions of authority.
If the weight of responsibility is the differentiator between role models and leadership, consideration must be given to the significance of the human factor and fallibility. Maybe we are sick and tired of public leaders who disappoint and fail us, and instead we desire strong and healthy role models who set a better example. Instead of a binary choice, it is argued that being a role model is inherently baked into the role of leadership. If leadership perfection is not possible, then we must exercise caution in putting role models on pedestals and platforms.
As leaders in a position of influence with the responsibility to model the way to others, it has never been more important to prioritise self-awareness, listen to feedback, and promote accountability. Moreover, leaders must also understand the impact of role modelling behaviours on workforce engagement, well-being, and performance, as well as considering putting in place a visible role model agenda that supports leadership integrity, moral authority, and care for others.
Want to read more?
Edelman Trust Barometer (2024) Innovation in Turmoil
Jenson, Michael (2009) Integrity: Without it Nothing Works. Interview by Karen Christensen, from Rotman: The magazine of the Rotman School of Management, Fall 2009, pp. 16-20
Josephus, Flavius (2006) Jewish Antiquities. Translated by William Whiston. Hertfordshire: Wordsworth Editions
Kouzes, Jim and Posner, Barry (2022) The Leadership Challenge, How to Make Extraordinary Things Happen in Organizations. Jossey-Bass; 7th edition
Lockwood, P., Jordan, C., Kunda, Z. (2002) Motivation by Positive or Negative Role Models: Regulatory Focus Determines Who Will Best Inspire Us, Journal of Personality and Social Psychology, Vol. 83, No. 4, 854–864
Maxwell, John, C. (2019) The Leadershift - 11 Essential Changes Every Leader Must Embrace, Thomas Nelson
Sharer, Kevin (2017) How Moral Authority Manifests in Truly Impactful Leaders, The Harbus, March 17, 2017
Tu, M., Bono, J. E., Shum, C., LaMontagne, L. (2018). Breaking the Cycle: The Effects of Role Model Performance and Ideal Leadership Self-Concepts on Abusive Supervision Spillover. Journal of Applied Psychology, Vol. 103, No. 7, 689-702
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