Considering all of readings in this module and the learning exercises
regarding upward and downward leadership; reflect on the diagram (figure 9.5;
p.152) "the vicious circle for leaders". Does this happen in
your organization? What are the effects on the organization? Create a new
circle that would promote strong followership and even leadership at the lower
levels of the organization.
Similar to what is
described in Obolensky,
(2010) in the skill/ will matrix, the willingness
to accomplish the job is predicated upon internal self-motivation of an individual and not in any formal or implied
leadership influence of the current rank-n-file
in-place leadership. And a severe lack of “practiced upward leadership” In an organization
that has a workforce that is more than capable of upward leadership
Much
like described in Kelly (1988) leadership and/or good leaders may not staff managerial roles, and conversely,
followers may not be callable of appropriate followership.
Unfortunately there are those who will accept the role of either as situational only to place no effort into the
role.
An
unfortunate but real condition of “managing-up” is described in the 2001
article by C.H. as someone who is more
interested in impressing their supervisor than creating an environment of innovation and creativity which motivates
subordinates and will in- turn impress
the boss in an indirect yet effective manner. Managing-up is not about highlighting
your accomplishments but rather your subordinates. This shows effective management skills, motivation and individuals
that are productive, happy, and innovative
that can add to organizational excellence.
Leadership
has never been about formal authority, but rather effective leadership through informal lines of authority and
communication. As discussed in: How to lead when
you’re not the boss (2000,) leaders are effective simply by aligning themselves
with individuals with a common goal.
Leadership is not a title, but rather possess the attributes, attitudes and good habits that naturally draw people
to them.
Some
useful skills based upon the article are as follows for effective leadership:
Establishment of
goals – A clear set of objectives will enable people to accomplish goals.
Thinking
systematically – Effective leadership is systematic in gathering data,
analyzing causation and proposing corrective actions.
Learn while it is
happening – conduct mini reviews, hot washes and making midcourse corrections.
Engaging others –
Effective leadership seeks out the best individual for the task at hand and
draws out the more introverted or quieter members.
Providing feedback
– Praise in pubic and criticize in private will go a long way along with
providing effective feedback and performance improvement.
References:
References:
Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142-148.
By, C. H. (2001, Feb 20). IN THE LEAD: Being an effective boss means
knowing how to `Manage up,' too. Wall
Street Journal. Retrieved from http://search.proquest.com
How to lead when you're not the boss. (cover story). (2000). Harvard Management Update, 5(3), 1.
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