Unit 1 Learning Activity 4

Leadership created because of the title or position someone holds within a company is assigned leadership. Emergent leadership differs because the leader doesn’t always hold the highest position in the group, they gradually fill the role over time due to their interaction with the rest of the team (Northouse, 2016).

Last year I moved to a different province. This transferred me to a different restaurant with new owners. I was hired as a manager and quickly emerged as a leader. I was busing tables, speaking to guests, helping in the kitchen when a station fell behind. Most other managers were not so hands-on. I asked the team about their jobs and about life outside work. I created relationships as soon as I started. These actions allowed me to emerge as a leader.

According to Kotter (as sited in Northouse, 2016, p13-14), management keeps an organization running systematically; leadership requires a vision that drives change. Managers create agendas, keep teams organized, and problem solve to stay on target. Leaders communicate the organizations vision, build committed teams, and motivate followers. Both are needed in an organization. A company with great management but no leadership might hit deadlines and follow the rules but may not achieve bigger goals. Great leaders might have a clear vision and committed followers but the daily activities needed to succeed might not get done.

In my example above I’m in both an assigned and emergent leadership role. Is it possible to maintain both roles or are there circumstances where one might be favorable to the other?

References

Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: SAGE Publications