Management Ch 14: Power, Influence, Leadership From Becoming

Management Ch 14 Power Influence Leadership From Becoming A Ma

Management, Ch. 14: Power, Influence, & Leadership: From Becoming a Manager to Becoming a Leader Influencing performance "I believe that the motivation start from management and is the manager's responsibility to create and environment that the employees feels engage with the job. A great leader is able to help inspire and motivate people by getting them to see beyond the immediacy of what they are doing to the bigger picture." Successful teams always have an effective leader (assuming that the manager is the leader). If the leader/manager "does not possess the proper traits", it can cause low morale among team, lack of productivity, conflict among management, etc. Unfortunately, in our careers we all come across this situation where we have managers who do not necessarily have the skills and knowledge to lead our teams, but advanced to their positions thanks to seniority, lack of other candidates, or their personality. However, we also get to work along side some great people who had obvious leadership potential but did not carry the proper rank that would allow them to lead others. Class: In the business world how do we adapt to dealing with people in leadership positions that are obviously not leaders? How do I deal with managers who simply cannot lead?

Paper For Above instruction

Leadership is a crucial aspect of organizational success, functioning as a driving force behind motivation, productivity, and team cohesion. According to Northouse (2018), effective leadership stems not merely from positional authority but from a set of traits, behaviors, and influence tactics that inspire others. However, in the complex landscape of business management, it is common to encounter managers who lack the requisite leadership skills despite occupying formal positions of power. This disconnect poses significant challenges on workplace morale and efficiency. Understanding how to navigate such situations is essential for employees, peers, and even organizations striving for high performance.

Management and leadership, while often intertwined, are distinct concepts. Management involves the administration of organizational resources and the implementation of policies, whereas leadership emphasizes influencing and inspiring others toward a shared vision (Kotter, 1991). When managers lack leadership qualities—such as emotional intelligence, effective communication, and motivational ability—the negative consequences include diminished employee engagement, low morale, and decreased productivity (Goleman, 1998). For example, an ineffective manager might utilize a strict authoritative style, which can suppress initiative and creativity among team members (Bass & Bass, 2008). Conversely, successful leadership cultivates an environment of trust, empowerment, and shared purpose.

Dealing with managers who do not possess authentic leadership traits requires a strategic approach by employees and colleagues. First, understanding that leadership is not solely determined by rank or tenure can help reframe expectations (Goleman, 2000). Recognizing potential leadership qualities in others—regardless of their official position—can facilitate peer-initiated influence and collaboration. Additionally, employing emotional intelligence when interacting with such managers can help ease tensions and foster constructive communication (Salovey & Mayer, 1990).

Moreover, developing mutual respect and demonstrating proactive engagement can sometimes influence managerial behavior indirectly. For example, providing constructive feedback, sharing ideas proactively, and displaying professionalism can set positive examples that may inspire leadership in others (Yukl, 2012). When the managerial lack of skills is evident, it may also be necessary to escalate concerns through appropriate channels such as HR or senior leadership, especially when the managerial deficiency is affecting team performance or well-being (Pfeffer, 2010).

Furthermore, organizations should recognize the importance of leadership development programs that prepare individuals at various levels for leadership roles. Training in emotional intelligence, conflict resolution, and strategic thinking can equip potential leaders to assume their roles effectively and help improve those already in managerial positions (Avolio & Gardner, 2005). For employees who find themselves under ineffective managers, becoming resilient and adaptable is vital. Building personal competencies such as self-regulation and social skills enables them to navigate and thrive despite managerial shortcomings (Luthans & Peterson, 2002).

In summary, handling managers lacking leadership abilities involves a combination of personal development, strategic influence, and organizational support. Recognizing that leadership is a multi-dimensional attribute that can be cultivated regardless of rank encourages a more inclusive and proactive approach to leadership challenges. Ultimately, fostering a culture of continuous improvement and open communication can mitigate the impact of ineffective leadership and contribute to organizational resilience and success (Xenikou & Damen, 2016).

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. Leadership Quarterly, 16(3), 315-338.
• Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications. Free Press.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Kotter, J. P. (1991). What leaders really do. Harvard Business Review, 69(11), 103-111.
• Luthans, F., & Peterson, S. J. (2002). Employee engagement and manager self-efficacy. Journal of Leadership & Organizational Studies, 9(2), 67-76.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Pfeffer, J. (2010). Building sustainable organizations: The human factor. Academy of Management Learning & Education, 9(2), 181-197.
• Salovey, P., & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition and Personality, 9(3), 185-211.
• Xenikou, A., & Damen, J. (2016). The influence of transformational leadership on organizational change. International Journal of Management, 37(4), 660-670.
• Yukl, G. (2012). Leadership in organizations. Pearson Education.