Assessment - administration Vs. Leadership - An estimate of Interdependence
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administration Vs. Leadership - An estimate of Interdependence
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Leadership and supervision have been the focus of study and concentration since the dawn of time. Over time leadership and supervision have been seen as cut off entities, but those times have past. It is this paper's intent to prove that good supervision is incumbent upon the success and quality of the leadership that drives it, and by proxy, so too will poor leadership bring poor supervision that will lead to poor results, and decreased levels of success.
From the great minds in supervision theory: Fayol, Taylor, and Weber; homage being paid to Barnard and Mayo, as well as Maslow, Mintzberg, Drucker and Porter; to the great minds in leadership development: Jung, McClelland and Burnham, this paper intends to witness them all and bring them together as is required in this economy and these times.
Much time, effort, and money has been located into the study of both supervision and leadership successes. Mintzberg and Drucker have done some of the best and most informative work at bringing supervision and leadership together; now, with the rising costs of overhead and decreasing profit margins, now is the time to join together the dots, once and for all.
Leadership and supervision have been the focus of study and concentration since the dawn of time. Reference biblical scripture that questions the leadership decisions of King David and the managerial prowess of Moses and his exodus to the "Promised Lands" (Cohen, 2007); Plato helped us to manage the Republic while Machiavelli helped us to formulate our idea of what a Prince should describe (Klosko, 1995); Shakespeare questioned Hamlet's decision production (Augustine & Adelman, 1999) and trumpeted Henry Iv's managerial effectiveness (Corrigan, 1999). John Stuart Mill gave us the "shining city upon a hill", while Hegel taught us the "elements of the philosophy of right" and Marx taught us how to manage a population in his overly popularized (and oft misunderstood) manifestos (Klosko, 1995). Thomas Payne rewrote leadership to the basic levels of coarse Sense, while Thomas Jefferson acknowledged that in the supervision of a people, you must remember that "all men are created equal" and that they verbalize obvious degree of"unalienable Rights". Countless others have come to the surface over the span of time, all promoting a new or improved way to both manage and lead their people. (And hopefully yours, too, if you're willing to pay for it.) However, straight through it all, one thing has remained constant; population are not autonomous entities that will rejoinder the same to every situation. population are evolving, thinking, emotionally and socially aware of all that is around them; they are motivated straight through separate methods and they are driven by differing levels of success (McClelland & Burnham, 1995). Over time, leadership and supervision have been seen as cut off entities, but no more: it is, therefore, this paper's intent to prove that good supervision is incumbent upon the success and quality of the leadership that drives it, and by proxy, so too will poor leadership bring poor supervision that will lead to poor results, and decreased levels of success. In today's fast paced environments, supervision requires leadership; you cannot have one without the other and still attain the success that you desire.
Reference any supervision text or publication and you will inevitably come over the obligatory references to the great minds in supervision theory: Fayol - the first to identify supervision as a "discipline" to be studied (Brunsson, 2008), Taylor's scientific supervision of commercial work and workers (Safferstone, 2006), and Weber's bureaucracy; homage must also be paid to Barnard, Kotter, Bennis, and Mayo, as well as Maslow, Mintzberg, Drucker, and Porter (Lamond, 2005). These great minds have helped to forge the way for the supervision field and helped to good supervision teams over the world. The world of "leadership study" carries quite the similar pedigree; ironically, it also carries many of the same names. It is, however, this author's view that many of the additions to the pool of knowledge on leadership were not made known until the study of psychology was made more fashionable by the likes of Freud and Jung. Management, it appears, is a tool to good the bottom line and productivity, whereas leadership is one of those studies that is to be improved straight through the person's quality to be in touch with their personality, traits, motives and effects on the human elements of productivity.
There appears be some coincidence in the timing of the juxtaposition of the terms "management" and "leadership" and the correlation to the fact that most literature post 1950 seems to cross pollinate the two phrases. It is quite possible that this, the historical time for post war boom, is where production was at narrative highs and supervision of production was not as key as the supervision of population possibly drawn from a social recognition that population were not to be managed, but rather, they were to be valued members of the team, and therefore, to be led - it is speculative, but it appears evident that entering the 1960's, most literature intertwines the "leaders" and the "managers" into the same pro classification.
Carl Jung (1923) posits that population carry specific traits and that those traits cannot be altered. However, much time exertion and money has been located into the study of both supervision and leadership traits, tendencies, styles, and successes. Why is this? One confidence is that Jung only half analyzes the someone and that more than your traits work on your leadership possible (de Charon, 2003). This affords the chance for you to learn skills principal to come to be a good leader, even if that means comprehension who you are and what your tendencies are, in order to counteract them. Jung's work with personality traits has come to be the hallmark to virtually every pro amelioration and personal amelioration procedure on the market. Jung stipulates that every someone has any aggregate of sixteen separate personality types. By definition, knowing these personality types helps you to good negotiate your way straight through the situation in order to attain the maximum production desired (Anastasi, 1998).
Running in concert to Jung's ideas are those of Henry Mintzberg. Mintzberg stipulates that much has changed since Fayol's appraisal in 1916; gone are the days when the "picture of a boss was a reflective planner, organizer, leader, and controller" (Pavett & Lau, 1983). Mintzberg breaks the manager's job into ten roles, divided into three areas: interpersonal, informational, and decisional (2004):
Interpersonal Roles
Informational Roles
Decisional Roles
Figurehead
Monitor
Entrepreneur
Leader
Disseminator
Disturbance handler
Liaison
Spokesperson
Resource allocator
Negotiator
(Lussier & Achua, 2007).
Ironically, in today's interpretation of a leader, one would be hard pressed to find a leader whom is unable to do all of the above, and then some. Mintzberg, in later publications, however, goes much added in his appraisal of managers and their roles in the organization. In a collaborative exertion with Jonathon Gosling, the two decide the five mindsets of a boss (2003). They break the five mindsets into:
1. Managing self: the reflective mindset; where the efficient boss is able to reflect upon the history (current and aged) to originate a good hereafter involving forward.
2. Managing the organization: the analytical mindset; here referencing a tennis match, where the boss must be cognizant of the crowd and their reaction, but also focusing on the ball itself.
3. Managing context: the worldly mindset; mental globally and finding for the unorthodox solution.
4. Managing relationships: the collaborative mindset; where the boss is able to engage the employees and moves beyond empowerment [which "implies that population who know the work best somehow receive the blessing of their managers to do it (Kibort, 2004)] into commitment.
5. Managing change: the action mindset; "imagine your club as a chariot pulled by wild horses. These horses describe the emotions, aspirations, and motives of all the population in the organization. keeping a steady procedure requires just as much skill in steering around to a new direction" (Gosling & Mintzberg, 2003, p. 54-63).
Gosling and Mintzberg finish with one very involving point. They stipulate that, unlike Pavett & Lau (1983) that good managers are able to look beyond the desire to fix problems with straightforward reorganizations. In fact, they argue that hierarchy plays a very small role in the actual completion of tasks on the unit level and can only lead to more bureaucracy. Which leads one to ask the question: who is to faultless those unit level tasks and solve those problems linked with people?
There is no definitive definition of what leadership is, as it appears to change form and focus for each individual study. For the purposes of this paper, however, the definition set forth by Lussier & Achua (2007) seems to fit best: "Leadership is the influencing process of leaders and followers to achieve organizational objectives straight through change" (p.6). How do we collate leadership and management? The coarse misconception is that it is something that should be compared "straight up", or "even Steven". Obviously, there are natural leaders and persons in positions of social authority throughout every facility, and yes, it is incumbent upon the managers and leaders to empower those population to maintain the full, mission. Admittedly, some of these population may never come to be managers, but their role in the premise is of the utmost importance.
However, as managers are an commerce specific entity, it is ridiculous to try and collate leadership to supervision surface of the constraint of the supervision role. Recognizing and accepting the constraint of the comparison, it must be acknowledged that in industry, you cannot have good leadership without good management; and in obvious juxtaposition, poor leadership leads to poor success rates for the management. It seems apparent that our supervision staffs should merge on growing employees into leaders, to ultimately come to be managers; but if the managers themselves are not leaders yet, then much difficulties will soon befall upon that company. As Peter Drucker will tell you, it is imperative to build a strong supervision team, centered around strong leadership. In thinner times, gone are the days of two population for every position. Here are the days when a thriving business is able to package good managerial skills into every leader, and good leadership skills into every manager. Failure to do so will result in failure to succeed.
"Drucker devotes principal exertion and space to defining the nature and role of management. This consulation also focuses on the nature and value of leadership in the organization. Agreeing to Drucker, leadership gives the club meaning, defines and nurtures its central values, creates a sense of mission, and builds the systems and processes that lead to thriving performance" (Wittmeyer, 2003).
References
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Augustine, Norman & Adelman, Kenneth (1999). Shakespeare in charge: the bard's guide to
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Brunsson, K. (2008). Some Effects of Fayolism. International Studies of supervision &
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Cohen, Norman. (2007). Moses and the journey to leadership: classic lessons of effective
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de Charon, Linda. (2003). A transformational leadership amelioration program: Jungian
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Gosling, J., & Mintzberg, H. (2003, November). The Five Minds of a Manager. (cover story).
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