What most scientific leadership models get wrong
A fatal flaw of the vast majority of scientific leadership models (such as transformational leadership, servant leadership, and ethical leadership) is that they fail to include a deep, almost naive appreciation and understanding of the context in which one leads, as a cornerstone of effectiveness.
I've been fortunate to study leadership for 15 years now, from both academic and practitioner perspectives.
Leaders who don't develop an in-depth understanding of their context (the major forces at play, the firm's strategy and operating model, implicit social norms, the firm's change readiness, to name a few) may—unintentionally—set themselves and their teams up for failure.
I believe this is problematic because leadership styles backed by science should serve as a solid launchpad for managers to achieve success by helping their teams reach breakthrough performance.
To illustrate, first-time managers who study transformational leadership as a framework to guide their behavior, might step into their role excited to set clear goals for their teams. However, if those goals are not aligned with the firm's overarching objectives or if the goals are overly ambitious given the team's capabilities, these managers might unknowingly lead their teams over a cliff, or at least send them down a path that the organization doesn't value highly.
Similarly, leaders who aim to influence stakeholders may end up empty-handed or, worse still, frustrated if they don't first establish a deep understanding of driving forces at play, such as power dynamics, informal leadership, or under-the-radar coalitions.
The most effective leaders relentlessly study their context, develop high self-awareness, and use this understanding to create clarity and energy for their teams to move forward on the most valuable path.
The relevance of context is signaled by virtually every highly successful business and HR leader I interview. It's time for academia to reflect on its leadership legacy and start further exploring context as a boundary condition for leadership effectiveness.