Management Ch 14 Power, Influence, And Leadership

Anagement Ch 14 Power Influence Leadership From Becoming A Man

Management, Ch. 14: Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader Managers vs. Leaders You are discussing some significant differences when it comes to managers vs. leaders, Skye. Anytime I think of leadership and the differences between leaders and managers I always think of General Douglas MacArthur's principles of leadership. Donnithorne (2002) described Douglas MacArthur as a brilliant and farsighted leader.

MacArthur developed a list of questions to guide him in his leadership duties. I think these questions are things we can ask ourselves about our own leadership and are a way to really demonstrate leadership everyday. Some of the questions are "Do I heckle my subordinates or strengthen and encourage them? Have I done all in my power by encouragement, incentive, and spur to salvage the weak and erring? Do I act in such a way as to make my subordinates want to follow me? Do I arrogate everything to myself and delegate nothing or delegate tasks that should be mine? Is my door open to my subordinates?" (Donnithorne, 2002, para. 1). Any thoughts? Donnithorne, L. R. (2002). General Douglas MacArthur's principles of leadership. Retrieved from words with reference

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Leadership is a multifaceted concept that varies significantly between the roles of managers and leaders. While managers focus on maintaining order, implementing policies, and ensuring operational efficiency, leaders inspire, motivate, and direct their followers towards a shared vision. Recognizing the differences between these roles is essential for effective organizational development, and historical figures like General Douglas MacArthur exemplify leadership qualities that transcend mere management. MacArthur’s principles provide valuable insights into how individuals can cultivate leadership qualities that foster trust, motivation, and commitment among subordinates.

One of the fundamental distinctions lies in the approach to influence. Managers often rely on authority derived from their position within an organization, whereas leaders utilize influence that stem from personal attributes such as integrity, charisma, and competence. MacArthur emphasized the importance of elevating subordinates rather than undermining them. His questions about whether a leader encourages and salves the weak or erring highlight the moral obligation leaders have to nurture growth and resilience among their teams (Donnithorne, 2002). This approach aligns with contemporary transformational leadership theories, which emphasize inspiring followers to surpass their self-interests for the good of the organization.

Furthermore, MacArthur’s inquiry into delegation underscores a critical aspect of leadership—trust and empowerment. A leader who arrogates everything to themselves or delegates only negligible tasks hampers team development, whereas effective leaders delegate meaningful responsibilities, fostering a sense of ownership and accountability. This is supported by research indicating that empowering employees correlates with increased motivation, job satisfaction, and organizational commitment (Amundsen & Martinsen, 2012). Leaders who open their doors to subordinates and communicate openly cultivate an environment of psychological safety, encouraging transparency and collaboration.

Leadership also involves self-awareness and humility. MacArthur’s questions about acting in a manner that makes subordinates want to follow him reflect a leader’s responsibility to embody integrity and fairness. Such qualities inspire loyalty and trust, which are vital for effective leadership. Moreover, humility allows leaders to acknowledge their limitations, seek feedback, and facilitate continuous learning—traits that are emphasized in contemporary leadership theories like servant leadership (Greenleaf, 1977). This approach ensures that leadership remains adaptive and responsive to the needs of followers and the organizational context.

The practical application of MacArthur’s leadership principles can be observed in modern organizational settings. Leaders who prioritize encouragement and moral guidance over command-and-control tactics tend to foster more resilient and innovative teams. For example, transformational leadership research consistently shows that inspirational motivation and individualized consideration—elements apparent in MacArthur’s questions—lead to higher employee engagement and performance (Bass & Riggio, 2006). These qualities become especially critical during times of organizational change, where trust and morale are paramount.

Additionally, effective leaders recognize the importance of moral purpose. MacArthur’s emphasis on strengthening subordinates and salvaging those who err underlines a moral dimension to leadership that elevates it from mere strategic management. It suggests that true leadership involves a commitment to the well-being and development of followers, which aligns with ethical leadership frameworks advocated by scholars like Brown and Treviño (2006). Ethical considerations play a crucial role in sustaining long-term organizational success and social legitimacy.

In conclusion, MacArthur’s leadership principles offer timeless lessons that remain relevant in contemporary management and leadership discourse. They remind aspiring leaders to act with integrity, empower their followers, and serve as moral exemplars. Distinguishing leadership from management involves cultivating influence based on personal qualities and moral purpose rather than formal authority alone. As organizations face increasingly complex challenges, adopting these principles can help develop resilient, motivated, and ethically grounded leadership capable of guiding organizations toward sustainable success.

References

• Amundsen, S., & Martinsen, Ø. L. (2012). The motivational potential of transformational leadership. Leadership & Organization Development Journal, 33(5), 476-491.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
• Donnithorne, L. R. (2002). General Douglas MacArthur's principles of leadership. Retrieved from words with reference
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Yukl, G. (2013). Leadership in organizations. Pearson.
• Kotter, J. P. (1990). What leaders really do. Harvard Business Review, 68(3), 103-111.
• Herzberg, F. (1966). Work and the nature of man. Cleveland: World Publishing Company.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.