Emergent leaders are people whose colleagues see as informal leaders. Take, for example, people who managed the virtual transitions of their offices during the pandemic. Their bosses were often preoccupied with strategic concerns. As a result, they picked up the slack to organize themselves.
In other words, such situations gave rise to emergent leadership.
Psychologically speaking, it made them critical to their colleagues. They managed the terrifying and stressful shift in the scenery. And in a show of appreciation, those colleagues passed them the leadership baton. Of course, that doesn’t mean they (the colleagues) have discarded their formal leaders. It simply means a new domain of critical leadership has emerged.
And that’s exactly what recent behavioral research confirmed of JKF’s conduct in recent times.
Scientists from several universities conducted an enterprising study. During the COVID-19 lockdown. They sought to test a theory of how different environments spawn different leaders. For example, the theory says traditional, face-to-face office settings should spawn typical leaders. These would include charismatic, innovative and extraverted people. But by contrast, virtual settings would spawn emergent leaders. These are people with organisational skills critical for that new environment.
In testing the theory, the researchers highlight at least 5, unmistakable, signs of an emergent, virtual leader. And JKF fits perfectly well into them all.
1. He’s the one detecting and solving most of the problems. Problem-solvers rarely seem to be the quintessential leaders we tend to envision. More often, traditional leaders learn of problems and get specialists to solve them. But that could be because face-to-face environments are already well worked out. No one stresses about pressing the elevator button to a meeting with colleagues. Yet, research shows that teleconferences stress people. As a result, emergent leaders like JKF arise simply by managing a seamless transition by seeking out and removing
the main stress points. Hence, he’s able to make things more convenient for his colleague-governors as a leader.
2. He’s coordinating meetings, the technology and the agenda.
Virtual communication is not as simple as it might seem. In a conventional office environment people communicate using a variety of methods. Those methods include virtual meetings. But when all communication is virtual, a more organised communication is necessary. Indeed, psychologically speaking, much of the success of online interaction requires organisation. For example, the technology choice must be common so as to eliminate misunderstandings. There must be some method of keeping track of what’s being communicated. Moreover, discussions are more formalized so as to ensure they’re not contradictory or counterproductive. In the end, the person most capable of coordinating all of this inherits influence over the agenda. That undoubtedly is JKF for you.
3. He’s the one keeping track of timelines and deadlines.
Conventional office leaders rarely keep track of timelines and deadlines. They set timelines but leave the responsibility for them to project managers or individual staff. Yet, most team members appreciate help keeping track of common deadlines. That responsibility is often more administrative in many conventional settings. Yet, it takes on a more commanding flavor when the setting is virtual. Sending the emails and outlining remaining deliverables is viewed as a mark of power. JKF did this well.
4. He’s assigning tasks.
Both conventional and emergent leaders are seen as “in charge” when they assign tasks. Yet, how each assigns tasks differs. Conventional environment leaders tend to delegate work according to expertise. Again, that’s because many logistical issues are already worked out. Yet, emergent, virtual leadership in JKF made him to often assign tasks to whomever best can solve them. Assigning colleagues to attend adjacent area teleconference calls is a good example. In any case, the research suggests colleagues don’t make distinctions. They see leaders as the ones making assignments. And it doesn’t matter whether those assignments are expert or mundane.
5. He’s providing needed feedback to his colleagues.
Virtual settings invite a more collaborative feel. Relative to face-to-face office settings, feedback doesn’t need a strict schedule. Yet, virtual meetings require undivided attention. Hence, members of virtual groups are more likely to offer efficient feedback that can trigger immediate improvement. And, what’s more, members like this.
Researchers found that more frequent feedback of the virtual setting engenders the esteem of one’s colleagues.
The pandemic lockdown measures has come to stay, no doubt. While that’s daunting, the above research suggests it presents a unique opportunity for emergent leadership. Those with can-do skills like JKF can and will shine. Little wonder that in the eyes of their colleagues, they’ve got what’s needed to rise to the occasion.
Adapted by SD