Team culture part 3: Authentic leadership & the 4 I’s Frameworks

As part of our culture series we've been talking about the four key drivers of workplace culture: Value alignment, Leadership, Safety climate, Trust and respect.  In this part, we’re zooming in on leadership.

Leadership theories have changed a lot over time. One of the relics from early frameworks is the belief that there is one “right way to lead” or that some people are born to be leaders while others are not.

People often associate leadership with someone who is confident, out spoken, inspirational, and personable – traits that are usually shown by extraverts. Leadership and extraversion are commonly associated with each other, however being extraverted doesn’t necessarily make someone a good leader.

The 4 I's Framework

When thinking about leadership development, I find it helpful to think about fundamental characteristics of good leaders rather than personality traits. There isn’t a definitive list, however the “4 I’s” of transformational leadership provide a good framework (simplified version below):

• Influence: Someone who role models the behaviours they expect from others.
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• Inspiration: Someone who motivates others to engage in positive behaviours.
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• Intellect: Someone who welcomes or creates new ideas and innovations.
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• Individualised Approach: Someone who personalises their approach to best suit different personalities and preferences.
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The cool thing about a framework like the 4 I’s is that many different people with diverse personalities, communication styles, backgrounds, etc can meet the criteria in many different ways.

Let’s take “Inspiration” as an example. One leader might inspire others by delivering energising speeches and coordinating teams to work together cohesively. Another leader might inspire by connecting their team to a fundamental purpose and articulating how their work fits together to reach a common mission. Neither of these approaches is right or wrong, and they can both be equally as effective at building a positive culture and achieving results.

‍ The power of authenticity

The impact of leadership on organisational culture ultimately comes down to authenticity. While many different leadership styles can be effective, leaders trying to follow a style that is unnatural to them is universally ineffective.

As cliché as it sounds, there’s a lot of evidence showing that if you treat team members how you would like to be treated, try your best to motivate others, are open to new ideas, and take the time to learn how team members like to communicate, you will undoubtedly have a positive impact on team culture.

Becoming the leader you want to be

Like any skill, leadership strengthens with practice, curiosity, and a willingness to learn and develop. When you lead in ways that feel authentic to you, your team culture naturally benefits.

So if you’re wondering whether you’re a “good leader,” start with this: Am I leading in away that feels authentic, consistent, and aligned with the impact I want to have?

If so, you’re already on the right path.

Setting your leaders up for success

We deliver tailored leadership and manager training designed to empower leaders and support team culture. Get in touch with our team to find out more.