Leadership as a Balancing Act

Research from McKinsey earlier this year reaffirms one of the more durable and time-tested findings from more than 60 years of leadership studies: optimal group leadership balances concern for the people involved with a focus on performing the task at hand.

Concern for people refers to a leader prioritizing their team members' well-being, development, and satisfaction. Leaders who exhibit high concern for people are empathetic, approachable, and attentive to their team members' needs and circumstances. They foster a positive and supportive work environment, building strong relationships based on trust and open communication.

At the same time, concern for task performance pertains to a leader's focus on achieving goals, objectives, and maintaining high levels of productivity within the organization. Leaders with a dominant concern for task are goal-oriented, organized, and efficient in their decision-making processes. They ensure that projects happen with precision, deadlines are met, and resources are optimized.

Starting with Bales in the 1950s, continuing with Blake and Mouton in the 1960s and Jim Collins in the 2000s, a long list of studies shows that either concern for people or concern for task becomes more powerful when balanced with the other. Only rarely and in atypical circumstances is it beneficial to elevate one style over the other in one's leadership repertoire.