This is another write up in the continuation of the series on Change Leadership.
Leadership and Change
Research indicates that a democratic form of leadership is more amenable to the development of a coalition that is likely to produce effective organizational performance. A human relation, people-oriented approach is more likely to engender an atmosphere of satisfaction, congeniality and group cohesiveness.
In contrast, an authoritarian and self-centered leadership style may enhance productivity on the short-run possibly through compulsion and fear. However, a long term, profound and sustainable improvement in performance and growth can only be achieved through a more committed, participative and group-oriented approach.
The complexities and contradictions inherent in contemporary organizational structures require leadership skills versed in the management of multiple layers of relationships. These interfaces range from customers, the community, investors, employees, regulators, to suppliers and partners.
If a leader is to succeed, the necessity arises to build a collaborative relationship with these stakeholders, generate their support, and boost their trust and confidence. Collaborative relationship presupposes the assembling of necessary skills, experience, credibility and chemistry that proscribe the limitations of functional barriers, grade levels and hierarchy.
It emphasizes the demonstration of exceptional leadership qualities in areas such as recognition of the innate qualities of employees, respect for their individualism, and a passionate support for their desire for involvement. It elicits the mobilization of people through cheer leading, sponsorship and encouragement rather than through judgment, criticism, stereotyping and evaluation.
However resourceful and result-oriented a guiding coalition is, there must be a collective dream, a shared vision, a sense of purpose that magnetizes the commitment of the team and galvanizes them into the formidable force necessary to achieve corporate goals and objectives.
Therefore, the imperatives of the creation of a vision and strategy emanate not only from the fact that the future must be imagined; it must as of necessity be created. A leader must possess the capability of dreaming of things not yet created, generate the appropriate blueprint and mobilize the resources that are essential for the translation of those dreams into reality.
Leaders who establish a direction must exhibit certain qualities. They must understand external events, focus on the future and translate vision into reality. These qualities enable the leader to embark on a profound reflection to identify opportunities that encourage a strong customer orientation, develop innovative processes to meet their expectations, and allocate the resources that will enhance employee productivity.
The leader must think strategically, visualize the organization through the people’s perspective and demonstrate a strong conviction in creating a vision. It is expected that in crafting a mission and the attendant strategic initiatives, the leader must ensure that they are driven by the vision and values of the organization.