Link between Leadership and Management - Coursework Example

Hissa Alemadi Dr. Randall P. White & Dr. Sandra Shullman Strategic Business Unit Management January 3, Leadership There is a direct link between leadership and management. According to Warren Dennis, a Professor in leadership studies, leaders are the people who do things right while managers are the people who do the right things. Both leaders and managers are in positions of leadership where they are supposed to lead, manage and lead the way for others to follow. A leader makes people do the things he wants not because he wants it but because that person wants to do it. Great leaders are known to inspire others, lead the way, develop new ideas and make people subscribe to their ideologies without resistance. Every organization, business or enterprise has a vision. A leader in such a setup is important in managing the delivery of the vision. It is therefore hard to distinguish the roles of managers and those of leaders. Managers motivate people, make them set new goals and incorporate them in the business to achieve a given goal as a team. To develop good leadership skills and improve on the ones already noted, various techniques have been tried. In this work we shall look at the results obtained from a Myers-Briggs Type Indicator. The MBIT has been applied as a tool for many years by users around the world who include industries, counselling and training agencies, businesses and various institutions. It functions as a tool that helps people in the given organisational setup to have a better understanding of their behaviours, and themselves. This way, they are able to appreciate themselves, and others as unique and work hard to capitalise on their strengths as well as improving on their shortcomings. Having a good approach to various situations and problems is important for a person in leadership positions and so with the help of the tool, one enhances such approaches and improves on his/her leadership skills. The tool also works to enhance team work in an organisation, adaptation to various situations, improve one’s communication, conflict resolution, stress management and in career development. The tool was developed by Katherine Briggs and Isabel Myers and its working principle is based on the Theory of Psychological Type by C. G. Jung. According to Blackman from the WSI International Inc., the FIRO-B (Fundamental Interpersonal Relations Orientation-Behaviour), instrument is a powerful instrument developed on the theory that beyond our survival needs-food, shelter, and warmth-we each have unique interpersonal needs that strongly motivate us. These needs relate to areas he called inclusion, control, and affection. Not meeting these set points makes us anxious. The instrument was developed by Will Schutz. The instrument is important in personality assessments that measure how one typically behaves with other people and how they are expected to act towards you. As in the use of the MBIT, the FIRO-B is instrumental in understanding how one comes across to others, how conflicts develop between given parties, understanding one’s needs as one interacts with others, managing one’s own needs and managing interpersonal interactions (Schutz, 1958). The FIRO-B instrument is acknowledged by professionals and clients in areas such as communication seminars, management development, career development, team building and development. FIRO-B Results The report was generated to show the results obtained from the FIRO-B assessment. The results are important as they can be used in planning my career, increase job satisfaction, effectiveness and above all identify the strengths and weaknesses of my leadership style. The FIRO-B tool measures one’s interpersonal needs in three areas which include; - a. Inclusion; - this relates to forming new relations and associating with others. It is the one that determines the extent of contact and prominence that a person seeks. Its descriptors include belonging, recognition, involvement, distinction, and participation. b. Control; - this relates to one’s ability in decision making, influence, and persuasion. Determines the extent of power or dominance that a person seeks. Its descriptors include power, authority, responsibility, consistency, and influence. c. Affection; - this relates to the emotional ties and warm connections between people. It determines the extent of closeness that a person seeks while its descriptors include personal ties, support, consensus, openness and sensitivity. FIRO-B results can be influenced by factors such as life events that determine one’s interaction with others, cultural differences, misunderstanding the terms used, avoiding extreme responses and pressure from the immediate environment to express their behaviours. This is common in various work places. Personal Developmental Needs; - the need for Inclusion fell in the medium range. This means that, I may either be too cautious about recognizing others and drawing in them, or I wait for too long to see how others will behave. To curb this which maybe a shortcoming limiting the way I trust others and delegate duties to them, I need to be more close to them and learn the way they behave. On the other hand my need for Wanted Inclusion is high. This means that I frequently expect others to seek my input. This is quite too ambitious but positive to some extent. In some situations, I have to facilitate my inclusion. This is also explained by the high Expressed Control which translates to that I promote my ideas or opinions when with others. It may also be that in most times, I prefer to do something personally rather than solicit the help of others. However, I allow others to develop their pride which is seen by the way I relate with other people in the organisation. According to the results, the highest expressed need is control which suggests that I strive to be a leader who focuses on my work to be accomplished, meets my deadlines, gives instructions and sticks firmly to the decisions made. On top of that this shows a promising way of being a leader. The shortcomings being drawn and which need to be addressed include being less likely to make a good impression on subordinates. Subordinates need to be appreciated and so that needs to be corrected to enhance achievement of better results in the organisation. Looking at the MBIT results, there is need to enhance my conflict management styles. This can be done by being expressive, accommodating, and making good decisions. Emotional thinking is linked to problems in decision making and so I should avoid it to make a better leader. Solutions to Overcome my Weaknesses; - the assessment done showed that my strengths included being confident, ambitious, being personable, having the desire to improve, intelligent, good leader, and a good team player. However, there are major shortcomings which I need to address. The main one is time management. Due to the fact that I am overly busy, I end up having a limited schedule that calls for increased time management skills. I have therefore decided that in order to avoid failing in some of the duties and responsibilities, I will be putting more focus in getting the maximum in a short period of time. Another shortcoming was depicted in the way I handle my roles as a leader. That includes my interaction with subordinates and team players. Since I like enacting my decisions and taking control of the group am in, I will try to be more accommodative, taking other peoples’ ideas and trying to subscribe to their line of thought. While dealing with my employees, I will be more appreciative to encourage and motivate them to have a better working environment. I will also avoid making decisions too fast as that may lead to making of decisions that are weak. As Rath, & Conchie (2009), puts it, the best way to address the weaknesses will be by capitalising on the strengths. I have realised the areas I need to improve, I will take that as a positive motivator and work to conquer the weaknesses. I will engage more people allowing them to give their ideas. I have come to realise that it is important to provide a good working environment where the employees will be allowed to be creative and to give their ideas on the running of the organisation. This can only be successful if I hold my desire to take control at times and allow others to air their views. This will also help in gaining trust from them and the vice versa hence delegation of duties will be easier. Further work needs to be done to come up with better ways of involving everyone in my thinking and allowing them to participate fully rather than imposing ideas and strategies that need to be followed. It is better to be a pragmatist rather than being a conserver. This way I will use my principles and incorporate new ideas learnt and observed to become a better leader. There are characteristics which come with time and experience as one serves as a leader. If one limits his scope and world, he/she may never improve. To avoid that I will be an outgoing person, interacting with others and getting what they think of me. Accepting positive criticism is one of the keys to succeed as a leader. Such criticism should be used to improve on the weaknesses rather than arguing with the one criticising you. As Covey (2013), puts it in his book, The Seven Habits of Highly Effective People: Powerful lessons in Personal Change, it is important to focus on interpersonal relations before engaging on other aspects that work to make a good leader. Cited Works Blackman, Celeste. A Brief Summary of FIRO Theory. WSA International Inc. San Francisco: Marina Boulevard. Retrieved Jan 1, 2015. Available at. Covey, R. Stephen. The 7 Habits of Highly Effective People: Powerful lessons in Personal Change. New York: Simon and Schuster, Anniversary Edition, 2013. Print. Rath, Tom, & Conchie, Barry. Strengths Based Leadership: Great leaders, Teams, and Why People Follow. New York: Gallup Press, 1st Ed. 2009. Print. Schutz, William. FIRO: A Three Dimensional Theory of Interpersonal Behaviour. New York: Rinehart Publishers, 1958. Print. Read More