Leadership Aspects of Closeness
Leadership requires loyalty, and loyalty is the result of experienced closeness. Nowadays, organisations are more ‘lateral’ than ever, i.e. as leader one is dependent upon winning the approval, the trust and the sustained commitment of people who could also do ‘differently’. The direct power potential (via reward and punishment) only helps with directly dependent employees. In projects, matrix contexts, virtual teams, with colleagues and in other areas one is dependent upon the voluntary work of those whom one needs. One will only receive this loyal voluntary work if one is capable of building, within a brief period, closeness (bonding) with very different people, i.e. a bonding which has a certain sustainability in crises (trust!). Therefore, the ability to live in closeness is, nowadays, obligatory for leaders.