Leading From Behind: How to Lead From Behind

Leading from behind is a leadership model based on the idea that the most effective kind of leadership is one where the person in charge motivates those under them to take charge of decision-making and innovation. Linda Hill, a professor at the Harvard Business School, conceived the idea after reading South African President Nelson Mandela’s autobiography, Long Walk to Freedom.

In his book, Mandela wrote that great leaders oversee their people like a shepherd tends their flock of sheep. The shepherd remains behind the flock, letting the strongest and brightest in the group venture out first and set a path for the rest. The leader’s job is to ensure that his flock—whether a nation, a business or organization, or a team—feels encouraged to generate and collaborate on new ideas while also focusing on their collective goals.

Leading from behind shares many principles with a similar style of leadership called servant leadership. A servant leader inverts traditional leadership roles by putting the needs of the people under them ahead of their own. By fostering teamwork among all levels in an organization and empowering workers by nurturing personal and professional development, a servant leader creates a work environment in which team members do their best in their respective roles.

There are several distinct differences between leading from behind and leading from the front. They include:

• Leadership responsibilities: Leading from the front requires leaders to demonstrate or explain how they want their employees to perform in their jobs. Those who lead from behind believe their employees know how to perform their jobs; these managers encourage and support their efforts.
• Management style: Those who lead from the front are the front line of a business; they direct employees on how to perform their tasks, or they do it themselves, which can inspire workers but can also lead to confusion about new tasks. They may wonder who can take on the duty if the leader cannot do it. Leading from behind isn’t making others do the work for the leader; instead, it lets others become effective leaders to foster creativity and positivity.
• Work lives: Employees in organizations led from the front and behind feel valued by their leaders when they succeed. However, unless an individual who leads from the front expresses their support, employees may not feel connected to success. Employees with a leader who leads from behind forge a psychological contract with their leader and their company because they feel supported and encouraged throughout their work lives.

There are many suggestions for effectively leading from behind. Among them are:

• Encourage your team: The key to success when leading from behind is harnessing what Linda Hill calls people’s “collective genius”—their ability to collaborate and innovate. To tap into that wellspring, leaders provide opportunities for growth through a positive work environment, special workshops and other training, and support in the form of praise and rewards.
• Plan well: Leading from behind means you take an active role in guiding the company or organization. Make sure that all employees understand company goals and policies and feel supported. Strategic planning for the future goals should draw on communication and innovation driven by their efforts.
• Prepare to step in: Effective leadership from behind also includes stepping in to lead from in front. If teams do not achieve goals or struggle to communicate ideas, lend your advice and expertise to help employees feel supported in difficult situations. This is also true in times of crisis when employees need leaders to restore order.

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