Although leadership as a process exists in many forms, its measurable effectiveness upon others remains naturally subjective from varying perspectives. That being said, apart from the limitless theories and pragmatism one may utilize to influence followers to “achieve a common goal” (Northouse, 2016, p. 6), by formalizing leadership into assigned and emergent roles, we can better understand the underlying mechanism(s) in practice.
In his book titled Leadership (2016), Peter G Northouse separates leadership into two common forms, namely “assigned and emergent” (p. 8). Assigned leadership is exercised through a formal title or position, whereas emergent leadership is earned or granted via the support of followers. In my own life, I have led from, or engaged with both forms, but gained so much more in the sense of building authenticity when given the chance to emerge as a leader. Years ago, an opportunity developed to console, guide and strengthen those in my workplace outside my hierarchy who struggled with a leader practicing coercive power from an assigned position of leadership. Without interfering with the existing chain of command, I was able to build their trust and respect, giving them emotional tools to help them overcome this strife. In reflection, I am thankful to have watched these individuals put into practice the skills I shared with them in terms of self-awareness, self-regulation and humility in service.
As Northouse (2016) states, leadership is a “complex process” (p. 17) which functions to model itself via standalone positions or sharing space with other concepts such as with management; however, what both leadership and management happen to share is markedly eclipsed by their differences. The essential activities of management are “planning and budgeting, organizing and staffing, controlling and problem solving”; meanwhile, leadership consists of “establishing direction, align people and ultimately, motivate and inspire” (Northouse, 2016, p. 14). In the act of engaging followers, I have engaged both processes by way of assigning tasks, deadlines, rules and agendas through management and via leadership, communicating vision, possibilities and by way of encouragement, the means to move beyond what the followers deem possible for themselves and their goals.
Based upon 27 years in business, I believe both approaches are equally essentially to the overall health of the organization because ultimately, implementing a vision requires good management in order to achieve the goals to realize the vision. My personal struggle remains with how to effectively balance both without diluting the value of each approach in the process. What needs to be discarded in lieu of the other?
Matt
Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.