"Being a leader means leading others.
Being a good leader means that others care about his leadership.
That they need and especially want his leadership."
A good leader is not made by his position, status or statement.
A good leader is defined by the ability to listen, think and respect. And, above all, the willingness to descend from one's pedestal at any time.
The extent to which a good leader will be defined is defined by how good a follower can be.
A good follower is also defined by the ability to listen, think and respect, but his most important ability is to resist the temptation to disrupt the existing hierarchy, build a parallel pyramid of leadership (shadow management) and make decisions for which the real leader (leaderfalse) is not responsible.
A good follower perceives the hierarchy and structure with which the distribution of responsibilities takes place. He can communicate in such a way that he does not burden the leader or other followers with things that he can and should decide for himself, but at key moments he is able to warn the leader that a critical error can occur. A good follower is able to take the initiative in synergy with how the leader would proceed.
The balance between these variables is the key to success.
The society of modern times is differentiated into so many fields and specializations that it is no longer in the power of a single person to cover them all in a quality that requires the position of a leader. So modern times do not need universal leaders. The future requires distributed dynamic leadership, where everyone is both a leader and a follower, and his position is consensually defined by qualifications for the current situation.
As an example, we can cite the situation from our airborne operations. The primary leader of this situation is the lead instructor (jump manager). The secondary leaders are the airborne guides and instructors and the tertiary leader is the captain of the aircraft. From the moment the airborne group boardes the aircraft until the moment the start of the landing maneuver begins, the captain becomes the primary leader, the first officer the second and the airborne guides and other instructors the tertiary. As soon as the captain begins the landing maneuver and the first officer gives the airborne guide a signal, the hierarchy changes abruptly and the primary leader becomes the airborne guide, the secondary instructors and the tertiary first officer. If at any time during the landing maneuver the conditions change, for example the weather change or the air traffic control order to stop the landing, the hierarchy changes immediately and the leadership setting returns to the previous variant. As soon as there is a joint jump, the primary leaders of each group become the instructors and the secondary the more experienced parachutists. If there are no instructors in the group, then the hierarchy is naturally defined by experience. All this applies until the opening of the parachute, when each parachutist becomes his own primary leader, until the moment of landing, when everything returns to the default settings.
This example is one of the rare situations where dynamic leadership and its changing hierarchies are understandable to all and naturally respected. There is nothing at stake than the life of every parachutist.
Through a very fun game developed by us, we can (even without jumps) in a very short time train any team to the ability of dynamic leadership, where all disruptive social algorithms are visible (leaderfalse, lederfall, mission target lost, etc.) and a completely new algorithm is set, which enables a new kind of cooperative behavior, so-called higher order cooperation.