Here’s the leadership danger: By feigning interest in building rapport and agreement with organization members (that is, by promising something that he or she has little or no intention of deliv- ering or that is unlikely to be delivered), the manager risks losing the leadership stature that could be used to move the organization forward in human terms to accomplish the organization’s purpose.
The manager’s goal is to bal- ance organization requirements and member desires. It is not lopsided to say that the organization exists first, in charter, with more funda- mental rights. However, it is equally not lopsided to say that organization members give life to the actions of the organization and are entitled to member rights—consideration and fulfillment of their needs and expec- tations where possible. Neither a manager nor the people will agree with or be able to include all of the differing solutions into the fulfillment of an organizational vi- sion. Fulfillment of organization goals and objectives is better when both the manager and organization members carefully and openly examine differ- ent solutions and build agreement around implementation. A manager will have to set aside organization members’ personal de- sires from time to time to accomplish organization goals. In other words, the manager will have to act arbitrarily. However, organization members are likely to set aside their personal desires to work toward organization goals if they know that at other times their needs and ambitions will not only be considered but will be met.
Managers who want to be leaders The acclaim given to a leader can be both breathtaking and intimidating. Reading the sales pitches and content of leadership development programs, or trying to follow the prescriptions of ebullient books regarding the achievements of “great leaders” (usu- ally hard-driving managers) is daunt- ing to most managers. On the contrary, adding leadership strategies and behaviors to manageri- al talent is within easy reach of “ordi- nary” managers once they realize that they do not have to be heroes all of the time. The separation of leadership opportunities (I’d like them to agree with me) from managership respon- sibilities (I’ve got to get the job done) is a guilt-free psychological relief that experienced managers wish they had learned early in their careers.
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