\n
You get more organisational performance when focussing on the outcomes of leadership rather than leadership itself<\/h3>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n
It\u2019s the leader\u2019s job to lead, isn\u2019t it? No, and yes \u2013 so, why do we have leaders? Because leaders influence others, build engagement and direct efforts to maximise business performance! At the same time, with the rise of the knowledge worker and increase of distributed work, leadership is exercised by others than the formal leader. Over the past years People & Performance have worked with a shared leadership approach in project teams where the members shift in and out; in organisations with geographically spread members; in small entrepreneurial growth firms; in functions undergoing change; in medium-sized firms mobilising for growth; in teams with both internal and external project members; and, in wide-spread international matrix organisations. In all these contexts, the shared leadership approach has proven effective and more empowering than a traditional leadership approach, given that it is tailored to fit the organisation\u2019s context.<\/span><\/p>\nHence, in this article, we discuss how leadership can be considered as the amount of Direction, Alignment and Commitment (DAC) in a team or a unit. The research behind this way of looking at leadership has been around since 2008, where Wilfred H. Drath and five colleagues introduced the idea in The Leadership Quarterly. Focusing on leadership as outcomes, and not (only) what the leaders do, allows us to ask how a team together can produce Direction, Alignment and Commitment enough for high performance. The outcome focus drives a dialogue in the team about mutual expectations to collaborative behaviour and how we should be backing each other up. Also, it clarifies expectations around a sense of urgency, ambition and goal orientation; and agreements around standards and common ways of working. The focus does not remove the responsibility of the formal leader. Still, it does highlight the sharedness of obligations and allows capable team members to step up and show the way. In a way, it taps into a positive group pressure recognised in high-performance teams in sports, business and high-risk environments like military and firefighting.<\/span><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”4.13.1″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
So, how?<\/h3>\n
We identify how it looks like when Direction, Alignment and Commitment are strong in the organisation – and, in turn, how it looks like when there is a lack of any one of them. With that in hand, both leaders and team members participate in building a shared language, which allows them to identify the state of DAC in relation to any target, task or focus area. Exactly how DAC looks like differs with the organisational context and the type of team or unit, but examples are;<\/span><\/p>\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row custom_padding_last_edited=”on|phone” _builder_version=”4.13.0″ _module_preset=”default” background_enable_color=”off” background_image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/3-logo-objects-background-3-procent-black.png” width_tablet=”100%” width_phone=”” width_last_edited=”on|phone” custom_margin=”1rem||1rem||true|false” custom_padding=”4rem||4rem||true|false” custom_padding_tablet=”|1rem||1rem|true|true” custom_padding_phone=”|1rem||1rem|true|true” box_shadow_style=”preset1″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.13.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_blurb title=”Direction” image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/\/2021\/11\/logo-object-icon-grey.svg” icon_placement=”left” content_max_width=”547px” _builder_version=”4.13.0″ _module_preset=”default” header_font=”|700|||||||” image_icon_custom_margin=”0px||||false|false” image_icon_custom_padding=”0px||||false|false” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
Together, we have a clear understanding of what we need to achieve and the team\u2019s priorities; and, we understand how success looks like.<\/p>\n
[\/et_pb_blurb][et_pb_blurb title=”Alignment” image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/\/2021\/11\/logo-object-icon-grey.svg” icon_placement=”left” _builder_version=”4.13.0″ _module_preset=”default” header_font=”|700|||||||” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
Our ways of working are in sync with the wider organisation; we understand our accountabilities, and our combined work fits together.<\/p>\n
[\/et_pb_blurb][et_pb_blurb title=”Commitment” image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/\/2021\/11\/logo-object-icon-grey.svg” icon_placement=”left” _builder_version=”4.13.0″ _module_preset=”default” header_font=”|700|||||||” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
We commit to joint decisions; we take care of each other, and we hold each other accountable.<\/p>\n
[\/et_pb_blurb][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.12.1″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.12.1″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.13.1″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
Developing a shared understanding of DAC in a team empowers all team members to contribute in the production of DAC. That makes leadership an active exchange process, still with a formal leader as overall responsible, but driven by active co-creation from everyone in the team.<\/span><\/p>\n[\/et_pb_text][et_pb_text _builder_version=”4.13.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”]<\/p>\n
The benefit of understanding what good looks like<\/h3>\n
By building such a shared understanding of “how good looks like”, both leaders and team member are empowered to point out the need for more clarity around any of the DAC elements. For example, more alignment about prioritisation of resources, targets, and sequence; or, more commitment and accountability to deliver as agreed. We also teach leaders how to look for dysfunctionalities when one of the three components are lacking behind. Also, here, it differs depending on the leadership context, but examples are;<\/span><\/p>\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][et_pb_row custom_padding_last_edited=”on|phone” _builder_version=”4.13.0″ _module_preset=”default” background_enable_color=”off” background_image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/3-logo-objects-background-3-procent-black.png” width_tablet=”100%” width_phone=”” width_last_edited=”on|phone” custom_margin=”1rem||1rem||true|false” custom_padding=”4rem||4rem||true|false” custom_padding_tablet=”|1rem||1rem|true|true” custom_padding_phone=”|1rem||1rem|true|true” box_shadow_style=”preset1″ global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_column type=”4_4″ _builder_version=”4.13.0″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_blurb title=”Direction deficit: ” image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/\/2021\/11\/logo-object-icon-grey.svg” icon_placement=”left” content_max_width=”547px” _builder_version=”4.13.1″ _module_preset=”default” header_font=”|700|||||||” image_icon_custom_margin=”0px||||false|false” image_icon_custom_padding=”0px||||false|false” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
When the direction is stated in such general terms that it cannot be used for prioritisation. When competing priorities are left unresolved. Or, when it is unclear who benefits from following the direction.\u00a0\u00a0\u00a0<\/p>\n
[\/et_pb_blurb][et_pb_blurb title=”Alignment deficit: ” image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/\/2021\/11\/logo-object-icon-grey.svg” icon_placement=”left” _builder_version=”4.13.1″ _module_preset=”default” header_font=”|700|||||||” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
When people avoid coordinating because they find it slow and painful. When standardising is confused with reduction of freedom to decide. Or, when it is unclear who has which authority to decide.\u00a0<\/p>\n
[\/et_pb_blurb][et_pb_blurb title=”Commitment deficit:” image=”https:\/\/www.pphr.dk\/wp-content\/uploads\/\/2021\/11\/logo-object-icon-grey.svg” icon_placement=”left” _builder_version=”4.13.1″ _module_preset=”default” header_font=”|700|||||||” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
When team members complain about other functions rather than suggest their own actions to improve it. When members feel that not all in the team contributes enough. Or, when people argue for their position rather than create common ground.\u00a0\u00a0<\/p>\n
[\/et_pb_blurb][\/et_pb_column][\/et_pb_row][et_pb_row _builder_version=”4.12.1″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″][et_pb_column type=”4_4″ _builder_version=”4.12.1″ _module_preset=”default” global_colors_info=”{}” theme_builder_area=”post_content”][et_pb_text _builder_version=”4.13.1″ _module_preset=”default” hover_enabled=”0″ global_colors_info=”{}” theme_builder_area=”post_content” sticky_enabled=”0″]<\/p>\n
But, again\u2026it\u2019s the leader\u2019s job to lead, isn\u2019t it?<\/h3>\n
Yes, it is and will remain so. However, we experience more highly qualified team members who can contribute a lot to the performance when empowered to participate in creating DAC enough to perform. Also, many leadership training programmes focus on what the leader should do, rather than which outcomes leadership should produce! Based on our experience, we recommend also including the outcome perspective in leadership training and development. The benefit of focusing on what impact leadership should create in each organisational unit is that it ties together strategic, tactical and frontline leadership. Across the levels, the discussion becomes tangible when the focus is on the necessary level of DAC in the organisation related to the business objectives.<\/span><\/p>\nOur hope with this article is to inspire thoughts on how to link leadership to the business objectives and to drive organisational performance by mobilising capable team members.<\/span>
We are happy to share our experience from embedding DAC into company leadership models, training programs or our work with DAC in strategic management teams. Or, from our experience with 360-degree leadership measurement where the team members are also assessing the team’s DAC behaviour. Or perhaps, from our learning of the effect, we have seen DAC make to organisational performance. On that note, we are happy to be challenged on what we have learned about the impact of DAC so far. So, please share your experience and engage in the leadership dialogue \u2013 we would love to learn more about leadership together!<\/span><\/p>\n[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>\n","protected":false},"excerpt":{"rendered":"
You get more organisational performance when focussing on the outcomes of leadership rather than leadership itself It\u2019s the leader\u2019s job to lead, isn\u2019t it? No, and yes \u2013 so, why do we have leaders? Because leaders influence others, build engagement and direct efforts to maximise business performance! At the same time, with the rise of the knowledge worker and increase of distributed work, leadership is exercised by others than the formal leader. Over the past years People & Performance have worked with a shared leadership approach in project teams where the members shift in and out; in organisations with geographically spread members; in small entrepreneurial growth firms; in functions undergoing change; in medium-sized firms mobilising for growth; in teams with both internal and external project members; and, in wide-spread international matrix organisations. In all these contexts, the shared leadership approach has proven effective and more empowering than a traditional leadership approach, given that it is tailored to fit the organisation\u2019s context. Hence, in this article, we discuss how leadership can be considered as the amount of Direction, Alignment and Commitment (DAC) in a team or a unit. The research behind this way of looking at leadership has been around since […]<\/p>\n","protected":false},"author":3,"featured_media":245446,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","inline_featured_image":false,"footnotes":""},"categories":[31,44,33,45,14],"tags":[],"class_list":["post-55385","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-all-en","category-alle-da-en","category-articles-en","category-artikler-da-en","category-uncategorized"],"acf":[],"yoast_head":"\n
But, it\u2019s the leader\u2019s job to lead, isn\u2019t it? - People & Performance<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it? - People & Performance\" \/>\n<meta property=\"og:description\" content=\"You get more organisational performance when focussing on the outcomes of leadership rather than leadership itself It\u2019s the leader\u2019s job to lead, isn\u2019t it? No, and yes \u2013 so, why do we have leaders? Because leaders influence others, build engagement and direct efforts to maximise business performance! At the same time, with the rise of the knowledge worker and increase of distributed work, leadership is exercised by others than the formal leader. Over the past years People & Performance have worked with a shared leadership approach in project teams where the members shift in and out; in organisations with geographically spread members; in small entrepreneurial growth firms; in functions undergoing change; in medium-sized firms mobilising for growth; in teams with both internal and external project members; and, in wide-spread international matrix organisations. In all these contexts, the shared leadership approach has proven effective and more empowering than a traditional leadership approach, given that it is tailored to fit the organisation\u2019s context. Hence, in this article, we discuss how leadership can be considered as the amount of Direction, Alignment and Commitment (DAC) in a team or a unit. The research behind this way of looking at leadership has been around since […]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/\" \/>\n<meta property=\"og:site_name\" content=\"People & Performance\" \/>\n<meta property=\"article:published_time\" content=\"2021-11-09T12:48:19+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2023-05-25T08:45:08+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/5.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"1698\" \/>\n\t<meta property=\"og:image:height\" content=\"1698\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Astrid R\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Astrid R\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"9 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/\"},\"author\":{\"name\":\"Astrid R\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#\\\/schema\\\/person\\\/2f608654113c24df5692e1d2a1dc2e25\"},\"headline\":\"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it?\",\"datePublished\":\"2021-11-09T12:48:19+00:00\",\"dateModified\":\"2023-05-25T08:45:08+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/\"},\"wordCount\":1726,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.pphr.dk\\\/wp-content\\\/uploads\\\/2021\\\/11\\\/5.jpg\",\"articleSection\":[\"All\",\"Alle\",\"Articles\",\"Artikler\"],\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/\",\"url\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/\",\"name\":\"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it? - People & Performance\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#website\"},\"primaryImageOfPage\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#primaryimage\"},\"image\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.pphr.dk\\\/wp-content\\\/uploads\\\/2021\\\/11\\\/5.jpg\",\"datePublished\":\"2021-11-09T12:48:19+00:00\",\"dateModified\":\"2023-05-25T08:45:08+00:00\",\"breadcrumb\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#breadcrumb\"},\"inLanguage\":\"en-US\",\"potentialAction\":[{\"@type\":\"ReadAction\",\"target\":[\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/\"]}]},{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#primaryimage\",\"url\":\"https:\\\/\\\/www.pphr.dk\\\/wp-content\\\/uploads\\\/2021\\\/11\\\/5.jpg\",\"contentUrl\":\"https:\\\/\\\/www.pphr.dk\\\/wp-content\\\/uploads\\\/2021\\\/11\\\/5.jpg\",\"width\":1698,\"height\":1698},{\"@type\":\"BreadcrumbList\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/but-its-the-leaders-job-to-lead-isnt-it\\\/#breadcrumb\",\"itemListElement\":[{\"@type\":\"ListItem\",\"position\":1,\"name\":\"Hjem\",\"item\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/\"},{\"@type\":\"ListItem\",\"position\":2,\"name\":\"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it?\"}]},{\"@type\":\"WebSite\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#website\",\"url\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/\",\"name\":\"People & Performance\",\"description\":\"People & Performance\",\"publisher\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#organization\"},\"potentialAction\":[{\"@type\":\"SearchAction\",\"target\":{\"@type\":\"EntryPoint\",\"urlTemplate\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/?s={search_term_string}\"},\"query-input\":{\"@type\":\"PropertyValueSpecification\",\"valueRequired\":true,\"valueName\":\"search_term_string\"}}],\"inLanguage\":\"en-US\"},{\"@type\":\"Organization\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#organization\",\"name\":\"People & Performance\",\"url\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/\",\"logo\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#\\\/schema\\\/logo\\\/image\\\/\",\"url\":\"https:\\\/\\\/www.pphr.dk\\\/wp-content\\\/uploads\\\/2021\\\/11\\\/people-and-performance-logo-part-of-compass.png\",\"contentUrl\":\"https:\\\/\\\/www.pphr.dk\\\/wp-content\\\/uploads\\\/2021\\\/11\\\/people-and-performance-logo-part-of-compass.png\",\"width\":580,\"height\":397,\"caption\":\"People & Performance\"},\"image\":{\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#\\\/schema\\\/logo\\\/image\\\/\"}},{\"@type\":\"Person\",\"@id\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/#\\\/schema\\\/person\\\/2f608654113c24df5692e1d2a1dc2e25\",\"name\":\"Astrid R\",\"image\":{\"@type\":\"ImageObject\",\"inLanguage\":\"en-US\",\"@id\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/3948a8640ba2d7deb14c8031f503a7a07eedc743a55803e5670af1297d41a9c8?s=96&d=mm&r=g\",\"url\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/3948a8640ba2d7deb14c8031f503a7a07eedc743a55803e5670af1297d41a9c8?s=96&d=mm&r=g\",\"contentUrl\":\"https:\\\/\\\/secure.gravatar.com\\\/avatar\\\/3948a8640ba2d7deb14c8031f503a7a07eedc743a55803e5670af1297d41a9c8?s=96&d=mm&r=g\",\"caption\":\"Astrid R\"},\"url\":\"https:\\\/\\\/www.pphr.dk\\\/en\\\/insights\\\/author\\\/astrid-rorbyecompasshrg-com\\\/\"}]}<\/script>\n<!-- \/ Yoast SEO plugin. -->","yoast_head_json":{"title":"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it? - People & Performance","robots":{"index":"index","follow":"follow","max-snippet":"max-snippet:-1","max-image-preview":"max-image-preview:large","max-video-preview":"max-video-preview:-1"},"canonical":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/","og_locale":"en_US","og_type":"article","og_title":"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it? - People & Performance","og_description":"You get more organisational performance when focussing on the outcomes of leadership rather than leadership itself It\u2019s the leader\u2019s job to lead, isn\u2019t it? No, and yes \u2013 so, why do we have leaders? Because leaders influence others, build engagement and direct efforts to maximise business performance! At the same time, with the rise of the knowledge worker and increase of distributed work, leadership is exercised by others than the formal leader. Over the past years People & Performance have worked with a shared leadership approach in project teams where the members shift in and out; in organisations with geographically spread members; in small entrepreneurial growth firms; in functions undergoing change; in medium-sized firms mobilising for growth; in teams with both internal and external project members; and, in wide-spread international matrix organisations. In all these contexts, the shared leadership approach has proven effective and more empowering than a traditional leadership approach, given that it is tailored to fit the organisation\u2019s context. Hence, in this article, we discuss how leadership can be considered as the amount of Direction, Alignment and Commitment (DAC) in a team or a unit. The research behind this way of looking at leadership has been around since […]","og_url":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/","og_site_name":"People & Performance","article_published_time":"2021-11-09T12:48:19+00:00","article_modified_time":"2023-05-25T08:45:08+00:00","og_image":[{"width":1698,"height":1698,"url":"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/5.jpg","type":"image\/jpeg"}],"author":"Astrid R","twitter_card":"summary_large_image","twitter_misc":{"Written by":"Astrid R","Est. reading time":"9 minutes"},"schema":{"@context":"https:\/\/schema.org","@graph":[{"@type":"Article","@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#article","isPartOf":{"@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/"},"author":{"name":"Astrid R","@id":"https:\/\/www.pphr.dk\/en\/#\/schema\/person\/2f608654113c24df5692e1d2a1dc2e25"},"headline":"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it?","datePublished":"2021-11-09T12:48:19+00:00","dateModified":"2023-05-25T08:45:08+00:00","mainEntityOfPage":{"@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/"},"wordCount":1726,"commentCount":0,"publisher":{"@id":"https:\/\/www.pphr.dk\/en\/#organization"},"image":{"@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#primaryimage"},"thumbnailUrl":"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/5.jpg","articleSection":["All","Alle","Articles","Artikler"],"inLanguage":"en-US","potentialAction":[{"@type":"CommentAction","name":"Comment","target":["https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#respond"]}]},{"@type":"WebPage","@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/","url":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/","name":"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it? - People & Performance","isPartOf":{"@id":"https:\/\/www.pphr.dk\/en\/#website"},"primaryImageOfPage":{"@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#primaryimage"},"image":{"@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#primaryimage"},"thumbnailUrl":"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/5.jpg","datePublished":"2021-11-09T12:48:19+00:00","dateModified":"2023-05-25T08:45:08+00:00","breadcrumb":{"@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#primaryimage","url":"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/5.jpg","contentUrl":"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/5.jpg","width":1698,"height":1698},{"@type":"BreadcrumbList","@id":"https:\/\/www.pphr.dk\/en\/insights\/but-its-the-leaders-job-to-lead-isnt-it\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Hjem","item":"https:\/\/www.pphr.dk\/en\/"},{"@type":"ListItem","position":2,"name":"But, it\u2019s the leader\u2019s job to lead, isn\u2019t it?"}]},{"@type":"WebSite","@id":"https:\/\/www.pphr.dk\/en\/#website","url":"https:\/\/www.pphr.dk\/en\/","name":"People & Performance","description":"People & Performance","publisher":{"@id":"https:\/\/www.pphr.dk\/en\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/www.pphr.dk\/en\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/www.pphr.dk\/en\/#organization","name":"People & Performance","url":"https:\/\/www.pphr.dk\/en\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.pphr.dk\/en\/#\/schema\/logo\/image\/","url":"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/people-and-performance-logo-part-of-compass.png","contentUrl":"https:\/\/www.pphr.dk\/wp-content\/uploads\/2021\/11\/people-and-performance-logo-part-of-compass.png","width":580,"height":397,"caption":"People & Performance"},"image":{"@id":"https:\/\/www.pphr.dk\/en\/#\/schema\/logo\/image\/"}},{"@type":"Person","@id":"https:\/\/www.pphr.dk\/en\/#\/schema\/person\/2f608654113c24df5692e1d2a1dc2e25","name":"Astrid R","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/secure.gravatar.com\/avatar\/3948a8640ba2d7deb14c8031f503a7a07eedc743a55803e5670af1297d41a9c8?s=96&d=mm&r=g","url":"https:\/\/secure.gravatar.com\/avatar\/3948a8640ba2d7deb14c8031f503a7a07eedc743a55803e5670af1297d41a9c8?s=96&d=mm&r=g","contentUrl":"https:\/\/secure.gravatar.com\/avatar\/3948a8640ba2d7deb14c8031f503a7a07eedc743a55803e5670af1297d41a9c8?s=96&d=mm&r=g","caption":"Astrid R"},"url":"https:\/\/www.pphr.dk\/en\/insights\/author\/astrid-rorbyecompasshrg-com\/"}]}},"_links":{"self":[{"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/posts\/55385","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/comments?post=55385"}],"version-history":[{"count":9,"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/posts\/55385\/revisions"}],"predecessor-version":[{"id":245196,"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/posts\/55385\/revisions\/245196"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/media\/245446"}],"wp:attachment":[{"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/media?parent=55385"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/categories?post=55385"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.pphr.dk\/en\/wp-json\/wp\/v2\/tags?post=55385"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}