By Esther Law & Argenis Angulo
Dear reader,
Last week, we touched on an intriguing subject in our column: “Contradictory Leadership,” co-authored by my esteemed partner, Argenis Angulo.
In this piece, we delved into the multifaceted nature of leadership, dissecting its many contradictions. We underscored that modern leadership theories are far from linear; they embody a deeply personal journey rather than a one-size-fits-all blueprint.
Leadership styles — be it democratic, autocratic, or somewhere in between — exhibit success stories that contribute to a complex understanding of effectiveness.
As we navigated through this discussion, it became clear that life exists in shades of gray rather than strict binaries.
Kenneth Blanchard’s “Situational Leadership” model encapsulates this adaptability, encouraging leaders to adjust their approaches based on contextual factors and the maturity of their teams.
As a Sarawakian, born and raised in a small town, Lundu, I have personally experienced the nuances of contradictory leadership throughout my life.
Having served in China for over 15 years in the healthcare sector, I held a directorship and chief executive position that required me to collaborate with medical professionals and interact with decision-makers from a global perspective.
This journey, enriched by my background, has equipped me with a unique lens through which I view leadership — a lens that embraces contradiction as an integral part of effectiveness.
Contradictory leadership, in my opinion, bridges the gap between diverse leadership theories. It challenges the notion that there is a single correct way to lead.
Instead, it suggests that effective leadership often involves juggling seemingly opposing ideas. For example, a leader may need to be assertive in making decisions while remaining receptive to feedback.
They might embrace structure and order but also foster an environment that encourages creativity and spontaneity.
Recognising and embracing these contradictions allows leaders to adapt their strategies to meet the demands of the moment, focusing on their team’s needs rather than rigid compliance to a particular model.
The importance of embracing contradictions in leadership cannot be overstated. In an ever-changing world, leaders must be dynamic, agile, and nuanced in their approach.
My time spent learning in organizations like Toastmasters International, since the year 2000, and Lions Clubs International, since 2009, has taught me invaluable communication and leadership skills.
These organizations have emphasized the need for diverse communication styles, cultivating adaptability in various situations. It’s a skill that many leaders might often overlook, yet it is one that has been essential in my own journey.
At the heart of leadership lies the critical balance between guiding others and recognizing their individuality—a contradiction that shapes how I approach my role.
Argenis emphasizes teaching and learning from various leadership theories, and his perspective resonates deeply with my experiences.
There are indeed romanticized notions of democratic leadership that thrive on collective input, and equally compelling arguments for the authoritative, directive style borne out of decades of success in many organizations.
Navigating this contradictory landscape is challenging and it often feels like walking on a tightrope.
In China, where respect for hierarchy and tradition runs deep, I often found that my role required both authoritative decision-making and a collaborative approach.
In certain scenarios, especially in crisis management, a firm hand was necessary. Yet, in nurturing my team’s talents and skills, an open, participative style became equally important.
Contradictory leadership meant discerning when to assert authority and when to empower my staff. This flexibility is vital, as demonstrated by leadership theories such as Situational Leadership, championed by Ken Blanchard, which advocate tailoring one’s style to suit the context and the maturity of the team.
Inspired by my respected Mentor, Dr. John C. Maxwell, whom I had the privilege of learning from in person in 2011 and 2014, in Florida, USA.
I began to think critically about my own leadership style. Dr. John C Maxwell influenced me not just with theoretical frameworks but also with a heartfelt approach to leadership rooted in personal connection.
His definition of leadership deeply resonated with me and has transformed my understanding. The components of my leadership style can be encapsulated in what I call the “LEADERSHIP” framework: Love, Enthusiasm, Appreciation, Development, Execution, Reaching Out, Systemisation, Holism, Innovation, and Professionalism.
This framework is grounded in the belief that to lead effectively in a contradictory environment, like China’s healthcare system, one must embrace a multifaceted approach.
Love stands at the core. I believe that genuine care for my team fosters trust, a crucial element in a high-stakes environment. This love is not sentimental but practical, leading to stronger teamwork and collaboration.
Enthusiasm acts as the spark for motivation and innovation. My excitement can inspire my team, but I’ve learned that it requires balance.
Too much enthusiasm can lead to burnout rather than success. This paradox speaks to the necessity of managing both energy and calm—an essential skill in navigating a busy healthcare setting.
Appreciation is vital for morale. I make it a point to recognize individual contributions, thus acknowledging that every team member’s role is crucial to our shared mission.
However, appreciation must be heartfelt and genuine; otherwise, it risks becoming mere rhetoric.
Development of my team is another critical facet of my leadership. It requires me to step back and relinquish some control, often a difficult contradiction to navigate for those who prefer a hands-on approach.
Emphasising individual growth leads to a more engaged and competent team able to adapt to the ever-shifting demands of the healthcare landscape.
Execution is where ideas come to life. I believe in collaborative decision-making, but I also recognize that too much consensus can slow down the necessary actions.
This tension between collaboration and decisiveness reflects the contradictions inherent in leadership roles.
Reaching out not only to my peers but to my mentors has become essential. By building connections with outstanding leaders, I remind myself that vulnerability is not a weakness; rather, it is a tool for growth and learning.
The structured systems I advocate serve as a backbone for creative flexibility. In an industry that demands both stability and adaptability, finding that balance has been pivotal.
Holism, having a holistic perspective, encourages me to view each team member as part of a larger ecosystem, crucial not only for task completion but for overall well-being. I focus not just on tasks but on the broader implications of our work, both for patients and our community.
Lastly, innovation becomes a critical focus in an evolving field. Encouraging my team to embrace change has sometimes felt daunting but is crucial for fostering an environment where breakthrough ideas can emerge. This tension between tradition and transformation embodies the challenges of leadership.
Each element of my acronym embodies the essence of contradictory leadership. For instance, “Love” and “Professionalism” can seem at odds; but true professionalism often stems from a place of love and respect for those you lead.
Similarly, “Innovation” may challenge existing systems, yet it is through innovation that organizations can transform and evolve.
As we continue to examine the ever-evolving landscape of leadership in our next article, Argenis and I will share our insights on navigating this complex world through the lens of contradictory leadership.
Understanding these contradictions is not just a leadership mantra. It is a vital skill set for anyone looking to effect change, build strong teams, and foster an environment that embraces diversity in thought and action.
Thank you for joining us on this journey. We look forward to engaging more deeply with this pivotal subject. Let us stay connected for our next instalment!
The views expressed here are those of the writer and do not necessarily represent the views of the Sarawak Tribune.
