The Revolutionary’s Guide To Understanding Leadership Styles And Their Potential Effects on Organizations

In the context of Black Revolutionary, Black Nationalist, and Civil Rights organizations, there are many leadership styles. However, for the sake of this article, I want to focus on two distinct leadership styles and their potential effects on organizations. These leadership styles are: 1) “Lone Ranger” and 2) Collaborative.

The “Lone Ranger” style of leadership is illustrated by the example of an individual leading an organization as if only they have the solutions to address the complex problems that confront an oppressed African (Black) people. This type of leader holds a title (i.e. Chairman, Chairwoman, President, etc...) and dictates the direction of the organization they lead with little to no collaboration with others. They are comfortable with leading in a silo because they prefer not to engage others for their opinions because the opinions of others may challenge or contradict the “Lone Ranger” leader’s desired approach. For a leader with this mindset, it’s easier for them not to engage with others regarding problem-solving and decision-making functions. After all, they like to call all the shots because they think they have all the answers. This type of leader never wants their views challenged. When this does happen, they usually respond in a defensive and annoyed manner because they are upset that someone had the audacity to question their judgment. The “Lone Ranger” leader engages in this kind of behavior because at best, the leader is a control freak who thinks he/she is the smartest person in the room; at worst, because the leader is an autocratic egomaniac whose greatest joy in life is derived from self-aggrandizement through self-promotion. The “Lone Ranger” leader micro-manages others and tries to run every area of an organization because in their mind no one is capable of doing organization work as competently as they can. This type of leader is often involved in working on tasks that should clearly be delegated to others in the organization. The “Lone Ranger” leader often places their self above the organization they lead. Also, they believe that the organization belongs to them personally and is an extension of them. That’s a problem because the organization belongs to the people within it who serve with the sole purpose of being a “Servant Of The People.”

The "Lone Ranger" leadership style is problematic for several reasons that I will explore. First, by operating as a “Lone Ranger” leader, the leader’s perspective is limited. Depending on their experience level or lack thereof, they may possess a dearth of the diverse insights and experiences necessary to make well-rounded decisions. Second, the “Lone Ranger” leader is subject to burnout and being overwhelmed by the responsibilities of leadership. Taking on all the responsibilities alone can lead to burnout, decreased productivity, and a lack of sustainable leadership. Third, the “Lone Ranger” leader, without collaboration, may miss valuable ideas, feedback, and potential solutions from others. Fourth, the “Lone Ranger” approach can stifle the growth and potential of team members who may be eager to contribute. And when they are not given sufficient opportunities to contribute in a meaningful way, these members will leave the organization led by a “Lone Ranger” leader and go where they feel they can make a meaningful contribution. Fifth, by nature of the “Lone Ranger” leader working in isolation, this can make it difficult to hold them accountable for their actions and decisions because they create the opportunity for anti-democratic processes to operate in the organization. “Power corrupts and absolute power corrupts absolutely. "The phrase "we don't need leaders who are ‘Lone Rangers’" highlights the idea that effective leadership requires collaboration and teamwork, rather than an isolated, independent approach. This concept emphasizes the importance of diverse perspectives, shared decision-making, and mutual support within a team or organization.

Ella Baker rejected the “Lone Ranger” leadership style and sagaciously stated "Strong people don't need strong leaders." She valued the process of collective decision-making and the development of leadership skills within the community over the prominence of individual leaders.

The Collaborative style of leadership offers several benefits that I will now enumerate. First, Collaborative leadership offers increased creativity and innovation by facilitating the approach that diverse teams generate more ideas and approaches to problem-solving. This fosters improved decision-makingbecause consulting with others can lead to more informed and effective decisions. Second, Collaborative leadership enhances morale and engagement. When team members feel valued and involved, their engagement and commitment increase. Third, Collaborative leadership promotes a greater capacity for growth because a strong leadership team can support each other, share the workload, and collectively achieve more than a “Lone Ranger” ever could. Fourth, Collaborative leadership is sustainable leadership in that it ensures that leadership responsibilities are shared and that the organization can continue to function effectively even when a leader is unavailable. 

Ultimately, effective leadership is a team effort, requiring leaders to build strong relationships, foster open communication, and empower others to contribute their unique skills and perspectives. 

Marinate on that!

Ready For Revolution 

All Power To The People!!!