Leadership Through Quiet Strength

What types of leadership behaviors would one expect when describing an NFL football coach? My first thoughts would be loud, cocky, mean spirited, directive or punishment-oriented. While the NFL has many examples of football coaches who exhibit these behaviors, one must understand all NFL coaches do not fit such a mold.

Case in Point:

Tony Dungy coached the Indianapolis Colts to a superbowl victory in 2006. When interviewed after the game, Mr. Dungy in typical manner acknowledged his team, his family and his faith. While these acknowledgments were not that unusual, it was the way in which he did it. The words were delivered in typical Dungy fashion clearly symbolizing a quiet strength.

The question must then arise, how can a man with such a demure demeanor not only survive as an NFL coach but thrive in that role? The answer just might be found in studying basic business leadership theory.

While all people are motivated in different ways, most every person can think of at least one person who they saw as powerful yet gentle. As I have grown older, I have seen these traits in my own father. Yes, he could scare me to death as a child because of the “switch” or simply harsh words. Its been through the passing of time that I’ve seen both of us change and mature in various ways. Now, he gives off an air of confidence through a more quiet strength rather than harsh words. This approach to influence or leadership has helped to increase my belief in him and his abilities to assist when necessary. Actually, this concept of belief in the messenger is taught in management theory. According to Kouzes-Posner’s First Law of Leadership, “if you don’t believe in the messenger, you won’t believe in the message (James Kouzes and Barry Posner, 2007, The Leadership Challenge, p. 38). I would venture to guess Tony Dungy leads in a similar manner.

According to Sportswriter Michael Wilbon, Mr. Dungy is the “quietest but most credible man in football” (Kaminski, M. (2009, September 12-13). A Coach’s Faith, Wall Street Journal, p. A13). How interested that the Wall Street Journal would highlight those two characteristics together, quietness and creditability. Why would creditability be so important, especially in the case of Mr. Dungy?

Again, the relationship between exemplary leaders and creditability is more important than one might think. According to leadership experts James Kouzes and Barry Posner, “creditability is the foundation of leadership” (James Kouzes and Barry Posner, 2007, The Leadership Challenge, p. 37). In a world where the truth is often exaggerated or simply ignored, how can creditability be so important in leadership? It does seem that creditable leaders are hard to find. For example, let’s look at the Enron case. Wouldn’t one expect, a number of Enron employees were aware of major violations and improprieties at the company? If so, then why would these employees look the other way and ignore these behaviors. Unfortunately, its likely the greed of the day took precedent. Its also likely when asked about the creditability of leadership though that employees were placed in very uncomfortable situations.

Finally, it is clear that Mr. Dungy is a man who expects the best from his teams and from people in general. This statement is based on his recent statement concerning Michael Vick who he has helped through his recent jail release and reinstatement in football. Mr. Dungy is very clear about his disappointment that people are so weary of forgiving others when wronged (Kaminski, M. (2009, September 12-13). A Coach’s Faith, Wall Street Journal, p. A13). It is clear that Mr. Dungy expected the best of his teams when coaching. Again, management experts agree that setting high expectations is fundamental in seeing high levels of performance (James Kouzes and Barry Posner, 2007, The Leadership Challenge, p. 37).

Tony Dundy is an example of the many different types of approaches one can take towards exceptional leadership. Many have learned and many will continue to learn from his approach and influence.