Three levels of leadership model
It has three aspects: Scouller argued that self-mastery is the key to growing one's leadership presence, building trusting relationships with followers and enabling behavioral flexibility as circumstances change, while staying connected to one's core values (that is, while remaining authentic).
Scouller likened its effect to dropping a pebble in a pond and seeing the ripples spreading out from the center – hence the four arrows pointing outward in the diagram.
Public leadership refers to the actions or behaviors that leaders take to influence two or more people simultaneously – perhaps in a meeting or when addressing a large group.
Public leadership is directed towards (1) setting and agreeing a motivating vision or future for the group or organization to ensure unity of purpose; (2) creating positive peer pressure towards shared, high performance standards and an atmosphere of trust and team spirit; and (3) driving successful collective action and results.
Scouller argued that the intimacy of private leadership leads to avoidance behavior either because of a lack of skill or because of negative self-image beliefs that give rise to powerful fears of what may happen in such encounters.
Although there is a moral aspect to this, there is also a practical side – for a leader's attitude and behavior toward others will largely influence how much they respect and trust that person and want to work with him or her.
It emphasizes self-awareness and flexible command of one's mind, which allows the leader to let go of previously unconscious limiting beliefs and their associated defensive habits (like avoiding powerful conversations, e.g. appraisal discussions).
It also enables leaders to connect more strongly with their values, let their leadership presence flow and act authentically in serving those they lead.
It reveals itself as the magnetic, radiating effect you have on others when you're being the authentic you, giving them your full respect and attention, speaking honestly and letting your unique character traits flow.
Scouller argued that leaders can be charismatic by relying on a job title, fame, skillful acting or by the projection of an aura of "specialness" by followers – whereas presence is something deeper, more authentic, more fundamental and more powerful and does not depend on social status.
He contrasted the mental and moral resilience of a person with real presence with the susceptibility to pressure and immoral actions of someone whose charisma rests only on acting skills (and the power their followers give them), not their true inner qualities.
Scouller also suggested that each person's authentic presence is unique and outlined seven qualities of presence: (1) personal power – command over one's thoughts, feelings and actions; (2) high, real self-esteem; (3) the drive to be more, to learn, to grow; (4) a balance of an energetic sense of purpose with a concern for the service of others and respect for their free will; (5) intuition; (6) being in the now; (7) inner peace of mind and a sense of fulfillment.
True leadership presence is, as Scouller defines it, synonymous with authenticity (being genuine and expressing one's highest values) and an attitude of service towards those being led.
Most traditional theories of leadership explicitly or implicitly promote the idea of the leader as the admired hero – the person with all the answers that people want to follow.
The four dimensions being: (1) a shared, motivating group purpose or vision (2) action, progress and results (3) collective unity or team spirit (4) attention to individuals.
One criticism of the Three Levels of Leadership model has been that it may be difficult for some leaders to use it as a guide to self-development without the assistance of a professional coach or psychotherapist at some point as many of its ideas around self-mastery are deeply psychological.
