Tag: Learning Activity 4

In his original post, Chris outlines some fantastic examples as it relates to the tug-o-war which often exists between knowing when to lead, when to manage, and frankly when to give up control to others (often a very effective means of leading). Before I answer his poignant question, no situation will ever require in absolute terms one, or the other; however, what is key is “leader-driven leadership” (Vacher, 2018) as a means of influence regardless of what form it takes, or vehicle driven by. Someone needs to always set the tone. If not, all other instruments of influence, which include managing, will lack in effectiveness and efficiency.

Chris touched upon some key aspects and activities of both management and leadership, but as I reflected upon his post, it occurred to me that adopting an emergent tone from a position of assignment invites risk. So what is the problem? Risk is a part of life. When Chris asks us if we would find more comfort influencing from an emergent or assigned role, I believe in utilizing what the situation calls for. However, based upon experience, the risk lies with what some would consider “activism” when moving into a role outside of your assigned position. Sadly, some holding assigned organizational positions fiercely protect their turf, especially from what I have personally found when others work to influence from an emergent role within their territory.

Be strategic folks.

Matt

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.