Executing the Leadership Function

Chapter eleven examines management theories about leadership and the management skill of leading organizations. There is perhaps no more important organizational role than that of leadership. Leaders are often vested with formal authority at the very top of organizational hierarchies and wield asymmetrical influence over its people and operations. However, leaders can emerge from anywhere in an organization, thus no manager is immune to its promises and pitfalls. In a nutshell, leadership is the practice of orienting and facilitating the progress of their followers toward the attainment of desired objectives. Let us unpack this definition. First, leadership is about determining objectives. Creating a vision. Establishing a mission. This is the strategic mandate of leaders who must set a direction for employees to pursue. Second, leadership is about orientating people toward this end state. Clarifying expectations. Gaining commitment. This is the enactment mandate of leaders who must define a reality for employees to internalize. Third, leadership is about facilitating the achievement of this end state. Inspiring progress. Showing the way. This is the implementation mandate of leaders who must move employees to actually get things done. Although some draw a distinction between leadership and management, it is more accurate to say that the two are inexorably intertwined because in the real world organizations are constantly balancing the forces of constancy and change across all levels and activities. Simply put, to be a successful modern manager one must be able to lead. Therefore in this eleventh chapter we look at how managers can master the leadership function to achieve maximum effectiveness.