As you know, leadership is not only about what you have learned or what you can do. Leadership is also about who you are and how you relate to others. Leadership is about your character and your values, your vision and your purpose, your passion, and your courage. Leadership is about making a positive difference in the world, not only for yourself but also for others.
Today, I want to talk to you about a facet of your leadership training that I believe is essential for leadership in the 21st century: The Art and Practice of Non-Positional Leadership: Leading from the Middle.
Traditional Leadership versus Non-Positional Leadership
To understand Non-positional leadership, you must understand the relational leadership theory described by Komives et al. (1998).
Relational leadership is a relational process of people attempting to accomplish change to benefit the common good and is intensely focused on building and cultivating relationships. It is comprised of two models: positional and non-positional.
Positional leadership
When we think about leadership, we often consider the importance of titles and positions – the power associated with leadership roles. In Positional leadership, one strives to take on a traditional leadership role, assuming the duties associated with what we believe to be “leadership at the top” to obtain such a role. This approach centres around the title and perception of leadership. Interestingly, most people in an organisation, company, school, or group do not have leadership titles or positions.
Non-Positional Leadership
11. In contrast, Non-positional leadership occurs when individuals seek to deepen their involvement in an organzsation as members, with no particular interest in establishing a “leadership at the top” role. This approach centres around the qualities that relate to leadership, such as supporting the forward momentum of the group and providing a vision for the future without necessarily being interested in the title and perception of leadership. This Non-Positional Leadership is also referred to as leading from the Middle.
Definition
What is non-positional leadership, and why is it so vital in today’s complex and interconnected world?
Non-positional leadership is an approach that empowers individuals to take ownership of their leadership potential, regardless of their formal roles. It’s a recognition that leaders can be found at every level of an organization, not just at the top. It’s a philosophy that doesn’t merely see leadership as a position or a title; instead, it’s a deeply rooted belief that leadership can be exercised at any level, by anyone, at anytime, anywhere in the hierarchy, regardless of their position or title in an organization or society. It acknowledges that everyone has unique skills, knowledge, and perspectives to contribute to the group’s success. It says you don’t have to be at the top for your voice to be valid. That you can make a positive impact from any place on the “organizational hierarchy.”
Non-positional leadership is about influencing others through your actions, words, and attitudes rather than through your authority or power. Leading from the Middle is the mindset of taking responsibility for the outcomes and impacts of your work rather than waiting for someone else to tell you what to do or how to do it. As a Non-Positional Leader, you present yourself as an accountable person and influence decisions where you find yourself. For example, as a group member, you may not be the leader by title, position or role but are ready to volunteer first, take the initiative, and act instead of waiting for those with leadership roles. As a Non-Positional Leader, you present yourself as an accountable person and influence decisions where you find yourself.
I cannot but agree with Peter Drucker that “All the effective leaders I have encountered – both those I worked with and those I merely watched – knew four simple things: a leader is someone who has followers; popularity is not leadership, results are; leaders are highly visible, they set examples; leadership is not rank, privilege, titles or money, it is responsibility.”
Non-positional leaders are, in essence, enablers of change, stewards of empowerment, and champions of shared purpose. They understand that the success of a team, a project, or an organisation is not the result of one person’s brilliance but the collective effort of a group of individuals who are led with respect, trust, and a shared vision.
In a world where traditional hierarchies have often defined leadership, leading from the middle is a beacon of change. Non-positional leadership is well-suited to the future of leadership because it emphasizes collaboration over competition, empathy over dominance, influence over control, flexibility, and adaptability rather than hierarchy and authority. It is not necessarily about committing significant, sweeping acts of change but taking on whatever is necessary – including smaller, supportive, or administrative tasks – to contribute to the group’s functioning. Serving the group’s needs, contributing to its mission and goals, and working productively and collaboratively are crucial to leading from the Middle.
Non-positional leadership is not a new concept. It has been around for a long time, and many great leaders have practised it throughout history. Think of Mahatma Gandhi, who led a nonviolent movement for India’s independence from British colonial rule without holding any official position or office. Think of Rosa Parks, who sparked the civil rights movement in America by refusing to give up her seat on a bus to a white passenger without being a politician or an activist. Think of Malala Yousafzai, who became a global advocate for girls’ education after surviving a Taliban attack without being a teacher or a student leader.
These are examples of non-positional leaders who changed the world by leading from the middle rather than from the top. They did not have formal authority or power over others, but they had moral and personal power that inspired others to follow them. They did not rely on titles or positions to lead, but they relied on their values and visions to guide them. They did not wait for permission or approval to lead but took the initiative and action to lead.
We have citizen-leaders who understand the importance of fostering a culture where every voice is heard, collaboration is the norm, and trust is the foundation. You are the ones who know that a title does not define leadership but your ability to inspire, motivate, and facilitate progress.
You can be a non-positional leader in any situation or setting you find yourself in. You can lead from the middle in your workplace, where you can contribute your ideas and skills to improve the quality and efficiency of your work processes and products. You can lead from the middle in your community, where you can volunteer your time and talents to support the causes and issues that matter to you and others. You don’t have to be a first Son or Daughter to be a non-positional leader in your family, where you can model and teach the values and behaviours you want to see in your children and siblings. You can be a non-positional leader wherever you are and whatever you do.
Why Non-positional Leadership Matters
Non-positional leadership is well-suited to the future of leadership because it emphasises collaboration, flexibility, and adaptability rather than hierarchy, authority, and control. It promotes innovation, creativity, and diversity by encouraging people to think outside the box, challenge the status quo, and embrace change and differences. It fosters a culture of trust, respect, and empowerment by valuing people’s contributions, recognising their achievements, and providing them opportunities to grow and develop. Non-positional leadership is particularly relevant in today’s fast-paced, complex, and interconnected world, where traditional leadership models may not be practical or sustainable. By adopting a non-positional leadership approach, organisations can leverage the full potential of their human capital, enhance their competitiveness and resilience, and achieve their strategic goals and objectives.
By encouraging each member of the group to “step up” and lead in different ways, we can:
Let all members of the group shine, take credit for their work, and continuously sharpen their skill sets;
Share the work amongst the entire group rather than confine it to those with official titles and positions;
Bring new ideas and perspectives to the table, particularly those of our underclassmen who aren’t yet in official roles;
Foster a sense of community, buy-in to our ideas, and enthusiasm around our goals.
The Four Pillars of Non-Positional Leadership
Various frameworks and models describe the principles of non-positional leadership, and one common framework involves the Four Pillars of Non-Positional Leadership. These four pillars are:
A. Building Trust and Credibility:
· Trust is the foundation of effective non-positional leadership. Leaders must build trust with their colleagues and team members.
· Trustworthiness is established through consistency, integrity, and keeping promises.
· Effective communication, active listening, and transparency are crucial for building trust.
B. Empowering Others:
· Non-positional leaders empower individuals and teams to make decisions and take ownership of their work.
· Delegation of responsibilities and authority is a crucial aspect of empowerment.
· Leaders encourage autonomy and self-direction, fostering a sense of ownership and accountability among team members.
C. Leading by Example:
Leading by example is perhaps one of the most practical aspects of non-positional leadership because it brings an “abstract” idea into our daily lives. In Maxwell’s (1998) 21 Irrefutable Laws of Leadership, Law 13 involves leading by example, no matter the leader’s role in an organisation. He claims that the most valuable gift a leader can give is being a good example.
The idea is that leadership is “caught, not taught.” He asserts we “catch” leadership by watching good leaders in action.
It’s not necessarily about where a leader is on the organisational chart, but rather the activities the leader is willing to take on to move the group forward.
· Non-positional leaders model the behaviours and values they expect from their team members.
· They demonstrate commitment, work ethic, and dedication to the organisation’s mission and values.
· By setting a positive example, leaders inspire others to follow suit and align with the organisation’s goals.
D. Communicating Effectively:
· Communication is a vital pillar of non-positional leadership. Leaders must convey their ideas, expectations, and feedback clearly and effectively.
· Active listening is essential for understanding the perspectives and needs of others.
· Transparency and openness in communication foster trust and collaboration.
These four pillars are interconnected and mutually reinforcing. For example, building trust and credibility enables leaders to empower others confidently. Leading by example reinforces trust and inspires others to follow suit. Effective communication underpins all aspects of non-positional leadership, as it ensures that ideas, expectations, and feedback are conveyed to foster trust and collaboration.
26. Non-positional leadership is a dynamic and adaptable approach that can be applied in various leadership contexts. By focusing on these four pillars, leaders can cultivate an environment where team members feel valued, engaged, and motivated, enhancing team performance and a more positive organisational culture.
Non-Positional Leadership in Various Settings
Non-positional leadership is a versatile approach that can be applied in various settings, not limited to traditional business environments. Some examples of how non-positional leadership can be effective in different contexts:
A. Business Organizations:
· In corporate settings, non-positional leaders can inspire teams to collaborate, innovate, and exceed performance expectations. This approach is precious in dynamic industries and startup environments.
B. Nonprofit Organizations:
· Non profits can benefit from non-positional leadership by engaging passionate volunteers and staff members motivated by a shared mission. Non-positional leaders can empower individuals to drive social change and support a cause they are passionate about.
C. Education:
· Teachers and school administrators can adopt non-positional leadership to encourage student participation, critical thinking, and problem-solving. It can also be effective in creating a collaborative and positive learning environment.
D. Healthcare:
· In healthcare settings, non-positional leaders can empower healthcare professionals to work collaboratively, improve patient outcomes, and enhance the overall quality of care. This approach fosters a culture of patient-centred care.
E. Government and Public Service:
· Non-positional leadership can be valuable in government and public service organisations. It encourages civil servants to work together, identify innovative solutions, and provide better services to the public.
F. Community and Social Activism:
· In community organising and social activism, non-positional leadership is often the foundation for grassroots movements. Activists can mobilise and empower community members to drive change, advocate for social justice, and address local issues.
G. Sports and Athletics:
· Coaches can employ non-positional leadership to inspire athletes to perform at their best. Coaches can enhance team dynamics and performance by fostering a positive team culture and empowering individual athletes.
H. Family and Parenting:
· Non-positional leadership principles can be applied in family dynamics. Parents can adopt this approach to encourage open communication, shared decision-making, and the development of responsibility and leadership skills in their children.
I. Volunteer and Civic Organizations:
· Volunteer-based and civic organisations can utilise non-positional leadership to maximise the contributions of volunteers. By creating an environment of trust and shared responsibility, leaders can motivate volunteers to make a significant impact.
J. Arts and Creative Fields:
· In creative and artistic settings, non-positional leaders can inspire individuals to collaborate on artistic projects, explore new ideas, and produce innovative works of art.
K. Religious and Spiritual Communities:
· Leaders in religious or spiritual organisations can employ non-positional leadership to foster community, encourage spiritual growth, and promote values and ethical principles.
28. Non-positional leadership can help build collaborative, engaged, and effective teams in these settings. It empowers individuals to own their work or causes, contribute their unique skills and perspectives, and work towards a shared vision or mission. Non-positional leadership is a flexible and adaptable approach tailored to various environments’ specific needs and dynamics.
Tips on enhancing your non-positional leadership skills
29. Graduates, you have embarked on a path that is not always easy. Leading from the middle can be challenging. There is no one formula or recipe for non-positional leadership. However, some principles and practices can help you develop and enhance your non-positional leadership skills. Let me take the liberty of offering some tips:
a) Self-awareness:
· Understand your strengths, weaknesses, and leadership style. Recognise your biases and work on improving self-awareness.
b) Emotional Intelligence:
· Develop your emotional intelligence to understand better and manage your own emotions and those of others. This skill is crucial for building trust and effective relationships.
c) Be Proactive:
· Take initiative to contribute to the group’s goals, even if you are not assigned a specific role or task. Don’t wait for others to tell you what to do. Look for opportunities to add value and make a difference.
d) Be Influential:
· Use your communication skills, expertise, and personal qualities to persuade and inspire others. Share your vision and passion, and demonstrate your competence and credibility. Use positive reinforcement, recognition, and encouragement to motivate others.
e) Be authentic.
§ Be yourself. To be authentic, you must be self-aware.
· Don’t try to imitate or emulate someone else’s style or personality. Don’t try to fit into someone else’s expectations or stereotypes.
· Be true to yourself and your values. Try to unlock the best version of yourself by understanding your values and focusing on your strengths over your weaknesses.
· Express yourself honestly and respectfully.
· Let your actions match your words.
· Let your character shine through your work.
f) Be humble
· Acknowledge your strengths and weaknesses and seek to improve yourself.
· Don’t let your ego or pride get in the way of your leadership. Admit your mistakes and apologise when necessary.
· Appreciate and celebrate the achievements and contributions of others.
g) Continuous Learning:
§ Be Ready to Learn. To learn, you must be intellectually humble.
· Open yourself to know more. Educate yourself on community, statewide, national and world issues, and understand that you can improve society. In doing this, you’re a world citizen.
· Learn from others and acknowledge their contributions. Try to understand and be open to learning from the people above you, below you, and on your level. Try to understand people’s views.
· Don’t be arrogant or boastful. Don’t think you know everything or are better than others. Don’t act like you are entitled or privileged. Be open-minded and curious.
· Do not be afraid to change your perspective when presented with contradictory evidence. No person is an island of knowledge.
· Stay up-to-date with leadership trends and best practices. Read books, attend workshops, and participate in leadership development programs.
h) Active Listening:
· Practice active listening by giving your full attention to others when they speak. This shows respect and helps you understand their perspectives.
· Being an active listener in a workplace setting has a lot of benefits; you become a reliable and trustworthy person to other people.
I) Effective Communication:
· Enhance your communication skills. Convey your ideas and actively seek feedback. Tailor your communication style to your audience.
j) Empathy:
· Develop empathy to understand the feelings and experiences of others better. This can help you connect with people on a deeper level.
k) Be Bold and Courageous.
· Don’t be afraid or timid. Don’t let fear stop you from doing what is right or what is needed.
· Don’t avoid risks or challenges. Face them head-on and overcome them with confidence and resilience.
· Speak up for yourself and others when something is wrong or unfair.
· Please stand up for your beliefs and values when threatened or challenged.
l) Be collaborative.
· Don’t be isolated or competitive. Don’t work alone or against others. Work well with and for others, regardless of their position or status.
· Seek input and opinions.
· Listen and seek to understand their perspectives, needs, and expectations, and offer your support and feedback.
· Respect their opinions and ideas and avoid conflicts or power struggles.
· Appreciate and celebrate diversity.
· Cooperate and coordinate.
· Create synergy and harmony.
m) Share Your Knowledge and Resources
· When you teach people what you know, you build trust and love. Don’t hoard information, pass it. When you do this, you empower others, and society can be a better place.
n) Be creative.
· Don’t be boring or predictable. Please don’t do things the same or the way they have always been done. Do things differently and better. Innovate and improvise. Experiment and explore. Discover and invent. Solve problems and find opportunities. Make things happen and make things better. Look for better ways to do something, take responsibility and implement them. Be innovative
o) Be a Cheerleader for people around you
· You don’t always have to wear professional socks; sometimes, people need a true friend. Appreciate and build up their confidence instead of tearing them down. Always acknowledge people when they are doing a good job, as they all have individual responsibilities and goals. As Poet Ralph Waldo Emerson reminds us, “The glory of friendship is not in the outstretched hand, nor the kindly smile, nor the joy of companionship; It is in the spiritual inspiration that one discovers that someone else believes in him and is willing to trust him.”
Our parents gave us sweets for every task we completed properly as children. Doing well in school? Cleaning the house properly? We receive one form of gift or appreciation! Because our brains are programmed to feel accomplished when we are rewarded, this keeps us motivated to do more and strive for excellence.
In the case of non-positional leadership, you’re responsible for yourself, so you must be your cheerleader. Be conscious of your intentions and reward yourself for every personal goal set and achieved. Small things like this keep you motivated for further success.
p) Conflict Resolution:
· Learn effective conflict resolution techniques. Address conflicts constructively and respectfully to maintain positive relationships.
q) Building Trust:
· Focus on building trust through consistent behaviour, honesty, and integrity. Trust is the foundation of non-positional leadership.
r) Influence and Persuasion:
· Develop your influence and persuasion skills. Use evidence, logic, and storytelling to convince others of your ideas.
s) Delegation:
· Practice effective delegation by assigning tasks and responsibilities to others while providing guidance and support.
t) Feedback and Coaching:
· Provide constructive feedback and coaching to help team members grow and develop their skills. Encourage a culture of continuous learning.
u) Empowerment:
· Encourage autonomy and empowerment within your team. Delegate decision-making authority when appropriate, allowing team members to take ownership of their work.
v) Leading by Example:
· Model the behaviours and values you expect from others. Demonstrate your commitment to the organization’s mission and values through your actions.
w) Networking and Relationship Building:
· Build professional solid networks and relationships within and outside your organization. These connections can provide support and resources.
x) Flexibility and Adaptability:
· Be open to change and challenges and adapt to different situations and contexts rather than resisting or avoiding them. Be flexible, open-minded, and willing to learn from new experiences and feedback. Adjust your style and approach according to the situation and the people involved. Non-positional leaders need to be agile and open to new ideas.
y) Mentorship and Coaching:
· Seek mentors or coaches to guide and support you as you develop your non-positional leadership skills.
z) Practice Patience:
· Non-positional leadership takes time to yield results. Be patient and persistent as you work to influence and collaborate with others.
aa) Seek Feedback:
· Regularly solicit feedback from peers, colleagues, and team members. Use feedback to improve and refine your leadership approach.
bb) Measuring Impact:
· Continually assess the impact of your non-positional leadership. Are you achieving positive outcomes and fostering a collaborative, engaged team?
cc) Apply Your Skills:
· Finally, apply what you’ve learned in real-world situations. Test your non-positional leadership skills and refine your approach based on experience.
My dear Leadership Graduates, remember that developing non-positional leadership skills is ongoing. It requires dedication, self-reflection, and a commitment to building positive relationships, trust, and influence in the workplace. Leading from the middle requires resilience, emotional intelligence, and a deep self-awareness. It means being the glue that holds teams together, the voice that encourages innovation, and the heart that nurtures the growth of others. Over time, these skills can lead to more effective leadership and a more collaborative and engaged team.
Challenges
.Without prejudice to the rosy picture I have painted of Non-Positional Leadership, let me caution that Leading from the Middle is not a piece of cake. It has its own set of challenges. Here are some of the common ones and how to overcome them:
A. Lack of clarity: Non-positional leadership can sometimes confuse roles, responsibilities, and decision-making authority. To overcome this challenge, it’s important to establish clear goals, expectations, and guidelines for collaboration and communication. Encourage open and honest feedback and address any conflicts or misunderstandings promptly and constructively.
B. Resistance to change: Non-positional leadership requires a mindset shift from traditional hierarchical models, which can be difficult for some people to accept or embrace. To overcome this challenge, it’s important to communicate the benefits and rationale of non-positional leadership and to provide training, coaching, and support to help people develop the necessary skills and mindset. Lead by example and recognise and reward people who demonstrate non-positional leadership behaviours.
C. Lack of accountability: Non-positional leadership can sometimes lead to a diffusion of responsibility and accountability, as everyone is expected to contribute and take ownership of the group’s success. To overcome this challenge, it’s important to establish clear performance metrics, feedback mechanisms, and recognition and reward systems that align with the group’s goals and values. Encourage people to take ownership of their work and provide constructive feedback and coaching to help them improve.
D. Resistance to diversity: Non-positional leadership requires a diverse, inclusive culture that values and respects people’s differences and perspectives. However, some people may resist or reject diversity, either consciously or unconsciously. To overcome this challenge, it’s important to promote diversity and inclusion as a core value and strategic priority and to provide training, coaching, and support to help people develop cultural competence and empathy. Encourage people to share their experiences and perspectives and to learn from each other.
E. Lack of trust: Non-positional leadership requires high trust and mutual respect among team members, as everyone is expected to contribute and collaborate effectively. However, trust can be difficult to establish and maintain, especially in a diverse and dynamic environment. To overcome this challenge, building relationships based on honesty, transparency, and integrity is important. Communicate openly and frequently and listen actively and empathetically. Recognise and appreciate people’s contributions and provide opportunities for social interaction and team building.
Non-positional leadership can be highly effective when these challenges are addressed with patience, flexibility, and a commitment to building trust and influence over time. It requires a shift in mindset from relying on formal authority to embracing the power of relationships and collaboration. As you consistently demonstrate the principles of non-positional leadership, you can overcome these challenges and create positive change within your communities and organizations.
Dealing with challenges properly goes a long way in making you a better leader. You become an all-around better person, you improve the lives of other people, you can influence so many people without even being at the top, and, of course, the organization or institution becomes a better one. You’re also ready to take on more leadership positions, as proven to your superiors, mates, and juniors. By addressing these challenges proactively and constructively, organizations can leverage the benefits of non-positional leadership and create a culture of innovation, collaboration, and empowerment.
Conclusion
As a non-positional leader, you are not a mere spectator but the catalyst for transformation. You create a space where people feel safe to share their ideas, concerns, and dreams. You inspire a culture of continuous learning and improvement. And you, graduates, are equipped with the tools to inspire change by your example and influence.
I implore you always to remember that non-positional leadership is not a destination but a journey. It is not a status but a process. It is not a gift but a choice. It would be best if you chose to:
· Be a non-positional leader every day, leading from the Middle in every situation and interaction.
· Lead from the middle rather than from the top or the bottom.
· Make a difference rather than make a name for yourself.
· Serve others rather than serve yourself.
· Be a leader rather than a follower.
And I hope you will make that choice.
In closing, I want to leave you with this thought: Non-positional leadership is a commitment to lead with integrity, empathy, and unwavering belief in the potential of every individual. It promises to make the world a better place, one interaction, team, and organzation at a time.
As you leave this institution, I urge you to carry this torch of non-positional leadership with pride and conviction. Apply the principles you have learned here in the boardrooms or offices, in your communities, in your families and every facet of your lives. Remember that your impact extends far beyond the boundaries of your titles or positions.
Congratulations, graduates, on your remarkable achievement. I do not doubt that our Communities, State, Society, and the world are about to witness the transformative power of your leadership from the middle. Embrace this role confidently, for you are the leaders of change, the architects of trust, and the champions of a better tomorrow.
Thank you, and I wish you all the success and fulfilment in your journey of non-positional leadership.
– Being excerpts of a presentation on non-positional leadership by Hon. Nimi Walson-Jack, executive director, Public Education Works Initiative, Abuja as keynote speaker at the graduation ceremony of the Kebetkache/Center LSD Leadership School, Port-Harcourt, Saturday, November 4, 2023.
