Has your thinking changed over the course of the past six
weeks, if so; why, and, if not; why?
In the past 6 weeks I have grown in the understanding of
what it takes to be a leader. I have held the distinction of management and a
leader to be different. The leader needs to be the example and the manager needs
to make the right decision. Throughout the last 6 weeks I have only deepened my
distinction that a manager can’t be a leader. The decisions between a leader
and manager were too distinct. For example, a leader is in the muck and mire,
while the manager was leading the team on and making the decision on where to
go. Through leadership, my outlook has changed.
Leadership
is more about the combination of corporate decisions while empowering the
employees. Leadership is the tough decision on corporate direction and making
it work through the employees. A manager doesn’t have to be a dictator but
needs to empower employees through being a leader. There is a distinct line
where leadership needs to make the manager/leader decision and make the counterpart
work in conjunction. For example, if a manager thinks a new program is best for
the organization, then the leader side needs to tell the employees how it will
work and sell them on the idea even though it will be hard. Finally, leadership
will be getting the employees to a level 5 followership.
What is the significance of this assessment in the
context of your future leadership goals and objectives?
My
future leadership goals is development. I think that a leader should never stop
trying to develop. This does not mean only trying new tactics or psychology, but
also developing myself to see that I have to change in order to have good
leadership. If a leader is not willing to change first, how can they expect
followership.
One
of my main objectives is to control the conversation without emotions. A lot of
leadership is tell and sell, not only to followers but other managers. If
another manager won’t listen to reason of sell, then telling won’t work.
Leadership is about empowering those other managers to work with you. Seeing
the other side of the coin is another way to sell the idea, putting yourself in
their shoes. Through leadership, I need to sell and tell not let my emptions
rule the conversation.
“Many people see leadership as a position,
and with any leadership position there must be followers” (Waters,2014). Leadership is not
about position or entitlement for employees to follow. Leadership is about making
followership. If people don’t want to follow you then you are managing, if you
have followers but go against the betterment of the organization than you are
leading without representation. It is easy to lead a rebellion, leadership is
leading the organization in mind.
References:
Waters, Chris.
“THE 3 BASIC LEADERSHIP OBJECTIVES.” LinkedIn, 26 Sept. 2014, www.linkedin.com/pulse/20140926111139-35845630-the-3-basic-objectives-of-a-leader.
Obolensky,
Nick. Complex Adaptive Leadership:
Embracing Paradox and Uncertainty. Gower, 2014.
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