I recently read a magazine from harvard business review about leadership and management. since I didn't have all that much time to properly read it through (pretty much just an evening), I wrote down a few quick notes. thought I'd share them here. not the best of formatting, I might change it later on...
manager's roles:
- formal
authority and status
- interpersonal roles
figurehead: ceremonial duties
leader: responsible for the work of the unit (hiring, training, motivate, encourage)
liaison: contacts outside the vertical chain of command
- informational role
monitor: scanning for information
disseminator: pass privileged information to subordinate
spokesperson: send information to outside the unit
- decisional role
entrepreneur: improve unit/adapt to change
disturbance handler: involuntarily responding to pressures
resource allocator: who gets what
negotiator: commit resources based on information
five components of emotional intelligence at work:
self-awareness
definition:
the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others
hallmarks:
self-confidence
realistic self-assessment
self-deprecating sense of humor
"self-aware candidates will be frank in admitting to failure - and will often tell their tales with a smile."
self-regulation
definition:
the ability to control or redirect disruptive impulses and moods
the propensity to suspend judgment - to think before acting
hallmarks:
trustworthiness and integrity
comfort with ambiguity
openness to change
"people who have mastered their emotions are able to roll with the changes. they don't panic."
motivation
definition:
a passion to work for reasons that go beyond money or status
a propensity to pursue goals with energy and persistence
hallmarks:
strong drive to achieve
optimism, even in the face of failure
organizational commitment
"driven to achieve beyond expectations."
empathy
definition:
the ability to understand the emotional makeup of other people
skill in treating people according to their emotional reactions
hallmarks:
expertise in building and retaining talent
cross-cultural sensitivity
service to clients and customers
"the very word empathy seems unbusinesslike, out of place amid the tough realities of the marketplace."
social skill
definition:
proficiency in managing relationships and building networks
an ability to find common ground and build rapport
hallmarks:
effectiveness in leading change
persuasiveness
expertise in building and leading teams
"social skill is friendliness with a purpose: moving people in the direction you desire."
"emotional intelligence can be learned. the process is not easy. it takes time and commitment."
inspirational leaders:
- selectively show their weaknesses
by exposing some vulnerability, they reveal their approachibility and humanity
- rely heavily on intuition to gauge the appropriate timing and course of their actions
their ability to collect and interpret soft data helps them know just when and how to act
- manage employees with something we call tough empathy
inspirational leaders empathize passionately - and realistically - with people, and they care intensely about the work employees do
- they reveal their differences
they capitalize on what's unique about themselves
four popular myths about leaders:
1. everyone can be a leader - not true
2. leaders deliver business results - not always
3. people who get to the top are leaders - not necessarily
4. leaders are great coaches - rarely
operation instructions in ethical problems
put things off till tomorrow - buy yourself time, let the turbulent waters calm
pick your battles - political capital is the hard currency of organizational life, hard to accumulate and devilishly easy to dissipate
bend the rules, don't break them - own up to the deeper responsibilites, bend the rules imaginatively
find a (responsible, workable) compromise - find the uncovered middle that is "good enough", both responsible enough and workable enough, to satisfy the customer, company and yourself
manager's roles:
- formal
authority and status
- interpersonal roles
figurehead: ceremonial duties
leader: responsible for the work of the unit (hiring, training, motivate, encourage)
liaison: contacts outside the vertical chain of command
- informational role
monitor: scanning for information
disseminator: pass privileged information to subordinate
spokesperson: send information to outside the unit
- decisional role
entrepreneur: improve unit/adapt to change
disturbance handler: involuntarily responding to pressures
resource allocator: who gets what
negotiator: commit resources based on information
five components of emotional intelligence at work:
self-awareness
definition:
the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others
hallmarks:
self-confidence
realistic self-assessment
self-deprecating sense of humor
"self-aware candidates will be frank in admitting to failure - and will often tell their tales with a smile."
self-regulation
definition:
the ability to control or redirect disruptive impulses and moods
the propensity to suspend judgment - to think before acting
hallmarks:
trustworthiness and integrity
comfort with ambiguity
openness to change
"people who have mastered their emotions are able to roll with the changes. they don't panic."
motivation
definition:
a passion to work for reasons that go beyond money or status
a propensity to pursue goals with energy and persistence
hallmarks:
strong drive to achieve
optimism, even in the face of failure
organizational commitment
"driven to achieve beyond expectations."
empathy
definition:
the ability to understand the emotional makeup of other people
skill in treating people according to their emotional reactions
hallmarks:
expertise in building and retaining talent
cross-cultural sensitivity
service to clients and customers
"the very word empathy seems unbusinesslike, out of place amid the tough realities of the marketplace."
social skill
definition:
proficiency in managing relationships and building networks
an ability to find common ground and build rapport
hallmarks:
effectiveness in leading change
persuasiveness
expertise in building and leading teams
"social skill is friendliness with a purpose: moving people in the direction you desire."
"emotional intelligence can be learned. the process is not easy. it takes time and commitment."
inspirational leaders:
- selectively show their weaknesses
by exposing some vulnerability, they reveal their approachibility and humanity
- rely heavily on intuition to gauge the appropriate timing and course of their actions
their ability to collect and interpret soft data helps them know just when and how to act
- manage employees with something we call tough empathy
inspirational leaders empathize passionately - and realistically - with people, and they care intensely about the work employees do
- they reveal their differences
they capitalize on what's unique about themselves
four popular myths about leaders:
1. everyone can be a leader - not true
2. leaders deliver business results - not always
3. people who get to the top are leaders - not necessarily
4. leaders are great coaches - rarely
operation instructions in ethical problems
put things off till tomorrow - buy yourself time, let the turbulent waters calm
pick your battles - political capital is the hard currency of organizational life, hard to accumulate and devilishly easy to dissipate
bend the rules, don't break them - own up to the deeper responsibilites, bend the rules imaginatively
find a (responsible, workable) compromise - find the uncovered middle that is "good enough", both responsible enough and workable enough, to satisfy the customer, company and yourself
quick note: another role that managers are responsible for is to recognize and encourage the skills of their employees. I really don't think this is discussed enough. :-)
ReplyDeleteLove the topic of the blog post. I've been exploring this subject of Leadership versus Management in my blog for several years now. There are lots of disinctions proposed by many. My model looks at how 'executive' approach risk, both upside and downside.
ReplyDeletedefinitely sholeh! I think if leaders/managers actually follow up on many of these points, it will lead to inspiring the employees. I have another article and point about that coming up later.
ReplyDeletebruce: thank you :)