Keep Some Distance From the People You are Leading?

We are trying to be "Leaders", examples, not Drill Sargeants.  These people are not underlings who are mind-numb robots. If we are to expect that they may take our places someday how do we train and encourage them from afar.  Working "with people" is far more productive that pushing from the rear.

Familiarity breeds contempt. This is an understatement of the human condition. Leading by example trumps talking about it.

Respect needs to be earned and if we are lucky enough to get into a position to show some leadership, people will walk with you if you also respect them as you do yourself.

Especially in voluntary organizations like Kiwanis, the leaders shouldn't be seen as dictators. Whatever you are asking of others, you should be that to them also. There shouldn't be a disconnect between yourself as the leader and the persons you are leading. Otherwise, you might find yourself there alone without the support you need.

People's opinion on this usually is related to the closeness of their experience with the military. In the military, the person in charge gives orders and the worker take orders, + nothing, - nothing.  There is no place for "friends" when people's life is on the line.

But, in the civilian world, no one's life is on the line and the relationship of boss to worker is much more informal. So, too much separation is bad, too little is also bad.  People have to know that they HAVE TO follow the boss even if they don't like him/her and the boss' authority comes from the chain of command. If you get too "familiar" with the troops they will lose respect.  I've seen it enough times to know its right.

The first thing a dictator does is get rid of all those who knew him before he was dictator (see Saddam Hussein).  But remember that you are NOT a dictator, so you have to mellow out that concept quite a bit.  Be professional.

The metaphorical distance of leadership provided in just about any organization, including a civic organization, may best be described as that distance which is both appropriate and effective for its purpose as may differ under any given set of circumstances.

An example above included a reference to Saddam.  While apparently his leadership distance (i.e., method and manner)appeared to be within the range of effectiveness, it failed to comport with an acceptable range of propriety, which resulted in its eventual failure of that effect and the failure of his leadership.