A633.8.3.RB - How To Better Enable Leadership Clark_ A

A633.8.3.RB - How To Better Enable Leadership

     After interviewing a leader and couple of staff members in my department with questions centered on how the organization can better enable leadership at all levels.   I learned that both groups will like our organization to support leadership by improving communications within the organization.  It seems as if upper level managers are primarily focused on completing the mission objectives set by senior level management, which causes them to be perceived as out of touch with the staff members of our organization.  From the opposite view point, the leadership is under the perception that staff members are focused on unimportant matters and they see fail to understand the requirements, effects and intricacies of mission and objectives set by senior level management.

     The implications of these findings from an organizational perspective are that it has caused a decline in the moral of the staff members along with a distain of their leadership and senior leadership team.  It is important that leadership at all levels within an organization, as well as individuals at each and every level be aware that they are being trusted.  The expectation should be that each employee is to exhibit leadership at their level.   According to Obolensky (2014),”…leadership can be broken down into people and goal focused behavior or strategies (p. 170).”  This can take place where ever there is a need or opportunity for a difference to be made either by an individual or an appointed leader (Obolensky, 2014).  Our organization could benefit by being more people focus by outlining the expectations and then following up with trust and better communication and dissemination of information.  Organizations can achieve this by offering their management and leadership team members, yearlong development programs which may include coaching, mentoring, observing others, hands-on management experience, and training classes backed up by regular feedback sessions (Griffin, 2003).

     The implications of these findings from an individual perspective is that it is important for everyone to believe in themselves while utilizing their skills and having the will to be a part of the solution and not the problem.  Leadership can enable followers to begin the process of individual development by varying leadership styles.  Leaders increase their effectiveness by varying their leadership styles rather than just using one style of leadership (Goleman, 2000).  The individual leaders must have an understanding of how different leadership styles affect performance and results and know when to switch between them (Goleman, 2000).

     The information that derived from my interviews did not come to me as a surprise.  I feel that all types of organizations must be acceptable to change and new ways of conducting business.  Providing leadership with additional knowledge that is useful for the organization provides a foundation for leaders to make the best decisions when chaos arises.  Providing followers with additional knowledge that is useful for the organization provides a foundation for future leaders to make the best decisions during all phases of the business life cycle.    

     As a director in my department, I understand the importance of followership and leadership relations and that everyone should be on the same page.  Each individual must understand how their roles fit into the bigger picture and I often make recommendations to my supervisor that will improve the communications within our department.  By identifying some of the strengths of the individuals in our department and expressing that their expertise be utilized in a greater capacity I will be encouraging a more invested and empowered team environment.  Clearly, this will not solve all of the communication issues within our department but it could serve as a catalyst to boosting employee morale which will be a step in the direction of a more successful organization.

References  

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.

Griffin, N. (2003). Personalize Your Management Development. Harvard Business Review, 81(3), 113-119.

Obolensky, N. (2014). Complex adaptive leadership: embracing paradox and uncertainty, 2d Edition. Burlington, VT: Gower Publishing Limited.