Leadership requires the ability to influence a group of people to achieve a vision or goal (Robbins & Judge, 2009). Leaders challenge the status quo, create visions, and inspire employees to achieve the vision (Robbins & Judge, 2009). Leadership is about identifying the most qualified candidates with the right qualities successfully to lead groups or organizations (Robbins & Judge, 2009). However, the most qualified candidate for the position does not guarantee a successful transition into management if the new manager selects the wrong leadership style. Cheryl Kahn, Rob Carstons, and Linda McGee are prime examples of qualified leaders who selected the wrong leadership style and suffered the implications. Each manager failed to realize that the authority given to managers did not create the power to be leaders, only bosses (Clark, 2010). Cheryl Kahn advanced to director of catering and selected the authoritarian style; Rob Carstons became a manager from a technical manager and Linda McGee became president of Medex Insurance Services (Robbins & Judge, 2009). Each of the three managers found the transition into leadership complicated because of the failure to understand the transitioning process, how to apply the appropriate leadership style, and how to use leadership theories to smooth the transitioning process.
Most new managers err in selecting the appropriate leadership style when moving into management because of a lack of knowledge and preparation. First, eager new managers normally select a leadership style without knowledge on the style’s success in the particular organization. Cheryl immediately adopted the authoritarian leadership style through the “my way or the highway” attitude that reduces discretion and input of subordinates and demands control (Robbins & Judge, 2009). Because Cheryl, like the other new managers, previously had been a subordinate the employees responded negatively to the authoritarian leadership style. Rob was unsure of the leadership style to select for fear of not wanting to offend peers and Linda leapfrogged through the chain of command causing negative views from peers. Cheryl selected the despotic authoritarian style of firm control which lacks the element of concern for workers’ needs and rejects input from others found in the autocratic subtype of authoritarian leadership (Robbins & Judge, 2009). Three alternative leadership styles the managers could select are the democratic, autocratic, and laissez-faire leadership styles (Robbins & Judge, 2009). The autocratic style uses the firm control found in the despotic style but shows concern for the workers’ needs (Robbins & Judge, 2009). In contrast, the democratic style gives up control allowing workers input in decision-making (Robbins & Judge, 2009). The democratic style seeks to build teams and provide for the interests of the team through consensus measuring and input encouragement (Robbins & Judge, 2009). Additionally, leaders of the democratic style become involved and show concern for the workers’ lives (Robbins & Judge, 2009). Finally, the laissez-faire allows independence but discourages team building and shows no concern for the workers’ needs or welfare (Robbins & Judge, 2009). The laissez-faire manager offers guidance by passive example (Robbins & Judge, 2009). The leadership style selected by managers depends solely on forces of influence.
Forces of influence that determine the appropriate leadership style include time available, levels of respect, information ownership, training, manager’s knowledge level, internal conflicts, stress levels, task nature, and laws (Clark, 2008). Each of the new managers needed to assess how much time was available for the transition process, if the manager desires respect and trust or disrespect and how much information each employee possesses. For example, if little time is available and the employees lack knowledge of task expectations than the democratic style that gives up power would be inappropriate. However, if stress levels are down, the manager wishes to base authority on trust and respect, and qualified employees share information the democratic style would be appropriate. As such, if internal conflicts exist between employees and management the organization would be advised against a leadership style that allows decision-making independence. Managers; however, may want to combine more than one style and establish the managerial grid that balances concern for employees and concern for production (Robbins & Judge, 2009). The balance of the two elements provide a more effective leadership style because employees view managers as firm, caring, fair, and consistent.
Based on the forces of influence leadership training is important for transition. Organizational goals influence the leadership style that managers use to achieve the organization’s mission. If the organization dictates little independence in decision-making than managers would prove more effective the despotic authoritarian style. Training provides the new managers with the knowledge on applying the leadership style effectively while maintaining control of the mission. For example, managers can learn how to cope with conflict, define performance standards, and hold people accountable. Regardless of the leadership style leadership training provides critical management knowledge on strategy development, empowering others, and gaining cooperation. The three new managers introduced in the case study had no previous leadership training causing each manager to select inappropriate leadership styles and lack the knowledge on the different elements of leadership.
Two leadership theories can be used for the transition into management: charismatic leadership and transformational leadership (Robbins & Judge, 2009). According to the charismatic leadership theory of House employees make attributions of epic or extraordinary abilities when observing particular behaviors (Robbins & Judge, 2009). Studies indicate that managers who exhibit behaviors of vision development, willingness to take personal risks, sensitivity toward employee needs, and behaviors out of the ordinary make effective leaders (Robbins & Judge, 2009). Charismatic leaders are extroverted, confident, and motivated toward achievement (Robbins & Judge, 2009). Managers can become charismatic leaders by developing an optimistic view, using passion to generate eagerness, communicating wholly, creating strong bonds that motivate employees to follow, and tapping into the employee’s emotions to show potential (Robbins & Judge, 2009). The transformational leadership theory dictates that managers motivate employees to surpass personal interests for the benefit of the organization while having a philosophical effect on the employees (Robbins & Judge, 2009). Theses leaders show concern for the needs of employees, change employee awareness of issues by introducing new ways, and can inspire employees to surpass expectations (Robbins & Judge, 2009). These two theories of leadership can be applied more effectively for the transition process because neither theory shows concern if leaders are born or made but the actions a manager can take to create effective leadership with respect.
Each of the new managers did have the advantage of internal promotion as opposed to coming into the leadership position as an outsider. Internal promotions allow new managers the knowledge regarding employees’ needs, complaints, concerns, and role desires of the organization. Managers promoted from being a subordinate has the knowledge obtained from experience of how the employees’ view the organization, concerns employees have such as job stability, and any needs of the employees that have not been recognized by the organization. However, external promotions are viewed negatively by employees because of the lack of knowledge obtained by experience in the organization. External promotions does provide the advantage of the manager having no personal relationship bonds to subordinate employees but until a manager has worked as a subordinate in an organization the manager cannot identify needs of the employees. Linda’s colleagues reactions toward the series of promotions although negative would have been worse had the organization employed a manager in the position who had no previous knowledge of the employees or organization’s goals and needs.
Knowledge on leadership styles, theories of leadership, and application of the styles through training is the most effective tool organizations can use to ease the managers transition. New managers, whether internally or externally hired, will always step on employees’ toes when transitioning. However, the transition is smoother if the leadership style based on the theories of leadership matches the goals of the organization and the needs of the employees. Effective leaders understand authority does not supply leadership but leadership is obtained through how the manager applies the authority. Anyone can become a manager but only the person who is willing to understand the power of the role can become leaders.
Reference
Clark, D. (2008, August 21). Leadership styles. Retrieved May 18, 2010, from http://www.nwlink.com/~donclark/leader/leadstl.html
Clark, D. (2010, April 18). Concepts of leadership. Retrieved May 18, 2010, from http://www.nwlink.com/~donclark/leader/leadcon.html
Robbins, S.P. & Judge, T.A. (2009). Organizational behavior. Upper Saddle River, NJ: Pearson/Prentice Hall. Retrieved April 28, 2010, from University of Phoenix, CJA-473 Managing Criminal Justice Personnel, rEsource website.
