One of the themes I see most often discussed on my LinkedIn newsfeed is linked to leaders.

Many of these articles point out what leaders need to do, or how they should act according to the author.

The challenge these articles encounter is that when the content isn’t personal experience, the articles can become visible as a complaint or demand towards others. A dynamic that may then appear is that the more these articles resonate with the readers, the more they establish the idea, that by having leaders who don’t behave like they should, others can only be their victims and cannot do anything about it.

It is how the reciprocity of the relationship finds itself questioned. Instead of having two partners capable of intervening, the picture that is drawn is of one person’s ability to perform at their best depending on the other person’s ability to lead well.

While it is true, that there are situations where great leadership leads to great performance, there is no guarantee that such a “well-oiled machine” exists that can constantly transform performance as hoped for.