Management is a function – planning, budgeting, evaluating, facilitating. The key trait to management shown above is the physical gets on and deals with approach, although the strong factors for the individual in the management role is their characteristics natural or learned and the circumstance i. e. he factor of time can hugely impact upon the delivery of any task and can be as the differences shown in Maccoby (2000) shows in the table above, given more time to deliver providing the characteristics can be learned or exist naturally the manager can become an effective leader although this is temporary, the ability to reflect on past practice and performance is key to this becoming a more permanent trait.
A good practice of reflection in action is According to Reynolds (1999, p. 538), critical reflection involves a commitment to questioning assumptions and taken-forgranteds embodied in both theory and professional practice. ” The capacity to reflect relates directly to how effectively individuals can learn from their personal experiences (Boud et al. , 1985) and therefore reflection provides a meaningful way for leaders to gain genuine understanding.
A scenario of this is: We regularly win new business with varied lead in time from 6 months to 3 weeks; obviously the scope of a 6 month lead in times would allow me to Coach Individuals and empower them to deliver with innovational input from me based upon my own experiences from past endeavours. Obviously the latter (3 week lead time) requires a hard fast concentration on Planning and delivery hence the role of leader and manager from one individual has changed based on circumstance, but the ability to effectively lead as a manger is created.
As shown above my belief that the move from manger to leader is possible in a transitional move, it therefore qualifies the belief that leaders should be effective managers however by looking at the table inserted on page 4 we can clearly see the differences again between the roles enforcing the fact that managers are more about the task at hand. This table shows the thought and reactional process for each role against a multitude of subjects. Having been through the transitional process of becoming an effective and established leader there is most likely a trepidation of falling back into the management role hence to say the individual would be reluctant and in turn ineffective in this role.
The other side of the coin would come down to skill set, being an effective leader does not automatically give you the qualification or skills to deliver technically. A scenario relevant to this theory: A Managing director of a large retail chain decides to change the finance offering to customers to make it more appealing to help increase the turnover during the recession. This decision is easily sold to all board members and is the innovative and proactive line expected by a leader but the practical delivery is left to the finance team to create a new model and the marketing team to communicate, both of which the managing director has no practicable skill set.
Evaluate the balance needed between the demands of management and the demands of leadership In a business the difference between efficiency and effectiveness is key, a manager is required to be adaptable to the needs and changing environment that they are placed in, being able to directly control and deliver results for the business whilst inspiring a team of subordinates.
A manager is expected to hit targets and directives thus being effective in their role although the pivot to increased success and moving forward is the efficiency element, being able to bring people forward with you through coaching and motivating means there individual strengths grow whilst efficiency in your department or area of work increases allowing a later transition to leader. On the other hand the balance from an established leader is not so important, once developed into a role of leader the efficiency and effectiveness of your team is in place and the importance of motivation and vision is the drive for all that follow.
Having clearly defined the two roles and the characteristics associated with them both the balance required depends on the output aim and the size of the business/organisation, i. e. there is no point in a partnership being set up with one distinct leader in the same way that a multi-million pound organisation without is destined to fail. In summary the importance of a manager balancing their skills and encompassing traits of a leader is an ideology although expected, whilst a leader is encouraged to lean their focus without bias towards the traits associated. Understand leadership principles that support organisational values.
This boils down to 2 key aspects for a leader, by definition the leader will be orchestral in creating the vision and again by trait delivering or communicating the vision to others for implementation. Communication in this way is set out as a two way process. It’s instigated by the leader saying, writing or inferring something such as a request, an order, or vision to someone else with the objective that they will respond in a particular way. If understanding is reached about what is required then the necessary action takes place and the goal of effective communication has been achieved. Within any organisation you will not be surprised that each and every individual has their own view on the organisation itself and their input and work into it.
The leader plays the role of managing this difference between the needs, and in turn the vision of the organisation against any individual’s conceptions. It is important for the leader to have clarity in what they wish to achieve with the organisation so they can create and deliver clear a concise understanding of the vision. A vision needs to be abstract enough to encourage people to imagine it but concrete enough for followers to see it, understand it and become willing to succeed in it. It is the leader’s role to inspire in this process and ensure individuals understand their place in achieving and working towards the vision. The communication of the vision(s) can be achieved effectively through team meetings and one to one consultations.
Recently our organisation choose to carry out a transition from a group of companies (5 in total) to one integrated service provider. Our leader choose team meetings for all and one to one’s for the senior team to sell the vision and explain the role required for the successful move.
Evaluate how personal energy, self-belief and commitment impact on leadership styles “Quite often, employees need someone to look up to for direction, guidance, and motivation. The entrepreneur needs to be that person. Hopefully, Human Resources has hired self-motivated individuals. Nevertheless, there are times, when many employees need the boss to inspire them by word or action. Employees need someone to look up to, admire, and follow.
Even when the production or delivery of services looks like “it is all going well,” the leader may at times need to step in personally to offer a suggestion or encouragement to ensure that employees perform their jobs in an optimal manner. ” BY Dr. David G. Javitch | December 9, 2009 I think the above extract sums up quite well what is required and indeed expected, picking out a key phrase “employees need the boss to inspire them by word or action” this in itself shows the requirement for self belief and energy. The sell itself becomes easy, after all as a leader you require faith and devotedness from your followers they just need to see you believe yourself.
Commitment is shown through past endeavors, quite naturally we are judged especially as a leader of people, if we want people to continue following and believing in us we have to portray ourselves as committed and engaged throughout. Providing the leader is of good standing with his followers, having self belief and energy should allow the use of democratic (participative) management or delegative (free reign management) if however they fail to show commitment regardless of the energy or self belief they will often find themselves using an authoritarian or autocratic style to achieve.
Identify how empowerment and trust through ethical leadership impact on organisational practice Leaders must make decisions that will benefit them and their organisation, but they must take into account how people within the business will be affected. Leaders are clear in their vision and their ethics and communicate them in their chosen leadership style and actions. It then comes down to communicating complete and accurate information, where there is a personal, professional, ethical, or legal obligation to do so.
When you are practicing an ethical approach to leadership, you gain the respect and admiration of employees, with the added self satisfaction of knowing and believing you have gone about things the right way. If you never make clear or are evasive over what you want from people, then in expectation you cause mistrust to fester. Leaders who are ethical in approach are generally people oriented, and also aware of how their decisions impact others within the organisation.
Motivation of employees involves engaging them at an intellectual and emotional level to gain commitment between the leader and followers that makes both equally responsible in the achievement of visions and goals. “leadership that attempts to put ethical decision making high on its agenda, recognises the cultural differences associated with this, and aims to put integrity and proprietary at the heart of organisational governance. ” – Turnbull (2008b) It then becomes clear that ethical leaders assist their followers in gaining a sense of personal competence that allows them to be self-sufficient in their pursuit of the set goals by encouraging and empowering them to do so. This allows for trust and confidence from those following and builds the likelihood of innovation from the team.
The most common practice of this in motion is the consultation of people during the decision process; this shows commitment and fluidity in the direction sought and gives the empowerment to those involved in consultation. Individuals who feel empowered and are treated fairly will become self motivated and whilst feeling valued, will fully engage in the aims of the organisation and become more productive, this is clearly the most effective method of management. Be able to understand and apply leadership strategies to organisational objectives.
Bibliography
- www. nwlink. com
- www. entrepreneur. com
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- www. ioe. stir. ac. uk
- www. changingminds. org
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- www. thecqi. org CMI Workbook
- www. getcited. org
