Rules and Tools for Leaders, Essay Example

One of the most important things I have learnt in the course is the difference between a manager and a leader. A manager is someone who is responsible for making sure that the organization’s daily operations run smoothly. In contrast, a leader’s primary responsibility is not to oversee the daily operations but helping create vision and competitive strategies for the organization and making sure that all of the organizations’ resources are devoted to the same goals. A leader is also responsible for inspiring his subordinates so that they support his vision and decisions. This reminds me of a quote by Steve Carey, an advisor to former President Bill Clinton, “I obey a manager because I have to. I follow a leader because I want to.” (Forster, 2011). This quote is a reminder that while manager relies on formal rank and authority to ensure obedience from the subordinates, a leader relies on informal powers to ensure obedience and compliance from followers. I used to think that leaders are born and not made but the textbook by Smith and Foley has convinced me anyone can learn to be a great leader.

Smith and Foley textbook(Smith & Foley, 2013) offers several suggestions how one can become a great leader. One of the strategies is open communication by leaders with their subordinates which makes perfect sense. In fact, I believe open communication is not only the key to strengthen relationship between leaders and follows but in fact, it is true in every personal and professional relationship. When a leader openly communicates, it helps build trust in leader among the subordinates. It also makes it easier for leaders to gather support for their decisions if they can help the subordinates understand the rationale behind the decisions. Followers are also more likely to gather behind leaders who openly communicate because they personally like such leaders. This may be why charismatic leaders are so sought after because they can inspire their subordinates to go beyond their primary responsibilities to achieve the leader’s vision.

Another strategy to becoming an effective leader is to lead by example. The text reminds us one cannot discount the influence of a leader on the organizational culture. A leader’s credibility is also determined by how closely his actions mirror his words. Thus, effective leaders are those who lead by example and such leaders enjoy greater credibility. I have read in many places that despite the reputation of Steve Jobs as a world class leader, he was a very difficult boss to work with. But one of the reasons Jobs was really admired by his subordinates was that his actions were compatible with his words. He led by example and, thus, ignited a passion for quality and excellence in his followers. Apple’s culture during Jobs tenure was a reflection of Jobs own personality and behavior at work.

Another concept I really found beneficial in the course is McGregor’s Theory X and Theory Y. I often read business articles and almost every business article seems to advocate the theory that businesses need to empower their employees by delegating them more responsibilities and decision making powers. While this may be true for some, I believe it may not be the case for everyone. Some people prefer guidance over uncertainty and they do not enjoy greater responsibilities. Thus, Theory Y may be in vogue now but I believe that leaders should try to understand their followers before determining whether they are compatible with McGregor’s Theory X or Theory Y.

The class readings supported what I often encounter in print and electronic media that the importance of employees has been growing now due top globalization. First of all, competition has been growing for high-quality human resources and in addition, job security has declined which makes it more difficult for organizations to motivate and retain talent. In this regard, Maslow’s Hierarchy of Needs is a useful tool for managers to understand. There is a conventional idea that employees go to work for money and money is the greatest motivator and even I used to believe the same before taking this class. But Maslow’s Hierarchy of Needs tells us that money does motivate but it is not the only reason why employees work. Thus, it is important for management to understand where the different employees may be in the hierarchy and provide work and compensation that appeal to respective employees. Unless work or incentive appeals to employees, it has little motivational power. Thus, the model also supports the notion raised by Smith & Foley that it is important for leaders and managers to understand their subordinates.

Smith & Foley also remind us that a leader doesn’t have to be the smartest person in the room and he should heavily invest in his subordinates. This makes sense because it is becoming increasingly difficult for companies to differentiate themselves from the competition. Technology is disseminated quickly now and consumers have more choices than ever. In such a scenario, high quality workforce can help an organization achieve differentiation through quality, unrivaled customer service, and innovation. While certain work processes can be replicated through technology, some like ideas creation and customer service cannot. Thus, it makes even more sense for leaders to invest in their subordinates such as education and training. In other words, an effective leader is not one who is the most capable person in an organization but someone who is most capable of organizing and motivating organization’s human resources. An effective leader surrounds himself with smart people, who are sometimes even more competent than the leader, just as Smith & Foley remind us.

Another concept presented by Smith & Foley that I really liked is that leaders should continue to learn and improve themselves whether its through feedback, from mistakes, or investing in education. In other words, there is room for improvement even for the most capable and successful leaders. The need for continuous improvement is also necessitated by the fact that internal and external environments of organizations are now changing at rapidly increasing pace due to globalization. Thus, leaders who fail to continuously reinvent themselves and adapt to change soon fail.

Smith & Foley also point out a great fact that one should remain aware of one’s potential, capabilities, and limits. A leader should know his strengths and weaknesses and should not take on more responsibilities than he can handle. This insight reminds me of several real-world examples in which leaders who remained within their expertise zone fared the best even though they were ridiculed for not following the crowd. A great example would be legendary investor Warren Buffet who didn’t invest in technology stocks during internet boom because he didn’t understand them and internet didn’t fall within Buffet’s expertise zone. One of the reasons Warren Buffet has been extremely successful is that he doesn’t let successes lead to overconfidence and remains aware of his strengths and weaknesses.

References

Forster, N. (2011). Maximum Performance: A Practical Guide to Leading and Managing People at Work. Saudi Arabia: Al Faisal University.

Smith, P. M., & Foley, J. W. (2013). Rules & Tools for Leaders. Perigee Trade.