The Tribal Leadership model identifies five stages of tribal development within organisations. Stage one represents a hostile work environment, where individuals feel despairing and disconnected. At stage two, individuals are apathetic, disengaged, and view their jobs as thankless. Stage three is characterised by knowledge workers who are competitive and independent, often creating silos within the organisation.
In stage four, individuals start to form stable partnerships, leading to higher productivity and morale. Finally, at stage five, the entire organisation works seamlessly towards a singular, noble cause. This stage is rare and typically temporary, often occurring in response to a significant challenge or opportunity.
The Tribal Leadership model suggests that each stage requires different leadership strategies. For instance, leaders should encourage individuals at stage two to form relationships and recognise their contributions. At stage three, leaders should promote collaboration and partnership.
The model also highlights the importance of language in tribal development. Each stage has distinctive language patterns, and leaders can use these to identify a tribe’s stage and guide it towards the next level. For example, stage one language is isolating and disempowering, while stage five language is inclusive and inspiring.
The Tribal Leadership model thus provides a valuable framework for understanding and improving organisational culture.
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