Delegation and control within clearly defined boundaries managers give framework and employees fill it inPersonal risk taking, growth and change create opportunities for people to take initiative, trusting that they will grow, develop and performPeople should want to get involved and feel able to make a differenceEmpower by creating space where employees can step in8.2: The Basics: Leadership in ActionYou need an honest knowledge of your strengths and limitations in order to lead othersIt is important to:
1.Build on your natural leadership inclinations2.Learn what will motivate followers3.Recognize and build on the contributions of others4.Excel on the leadership triangle: People, Vision and Execution5.Align your style with organizational needs and challenges6.Remember the importance of focus8.3: The Importance of LeadershipModern observers of organizations are often dismissive of leadership.The belittling of leadership represents a reaction to overemphasis on leadership in the past.As if in response to the hero worship of yesteryear, writers today often “deconstruct” the famous of past generations. Deconstruction in this context means critically reanalyzing the lives and achievements of history’s leaders and other important figures.Despite the distaste of some, leadership remains one of the most important subjects in the study of organizations.An understanding of leadership and the criteria which leaders should be judged is important for everyone involved in an organization: the leaders themselves, members of the organization who are not leaders, and outsiders who depend on the organization’s performance, such as government agency clients and corporate stockholders. Leadership is clearly important to organizations.People in leadership roles carry out functions that are indispensable. People value liberty, yet realize that collective activity requires leadership.Who leaders areLeadership occurs in many forms, but ultimately boils down to two capabilities:(1) selecting among alternative courses of actions, and (2) bringing and keeping other people on board.-Formal LeadershipPeople in positions of formal leadership have authority over others.Administrators oversee operations whose objectives and methods are determined by others. But they make few, if any, decisions about the operation as a whole.Managers spend a significant portion of their time supervising and evaluating the work of others and monitoring income and expenditures.Unlike the responsibilities of administrators, those of managers includedecision making, direction setting, and ensuring acceptable outcomes.Executives are usually thought to include division managers, vice presidents, presidents, and their aides (high rank and prestige)
Informal LeadershipTask leaders help assign tasks, set production goals, and determine the pace of work.