A lot happened in this past week of MGMT 300; we had new journals to critique, fresh teammates to get accustomed to, a whole new kind of MikesBikes to learn, and exciting class drama based around what some people conceived as unethical team making. This resulted a week of school that felt as though it was over as soon as it begun, and a lot of things to reflect on.
To start I want to talk about my favourite of the three readings: Jim Collins’ (2005) Team 5 Leadership was an article that I could really relate to. Growing up I would think of business leaders as powerful, exciting, smart, and cocky people. I thought that it was a necessity to be so confident in your own abilities that you would be tight-roping the line of cockiness. This all changed approximately half a year ago when I had the pleasure of hearing David Maclean’s speech on what makes a great leader. He used the acronym HEART to describe a great leader (Humility, Empathy, Authenticity, Risk, Tenacity). The one that really grabbed my attention was humility as it is not something I initially thought of in a great leader; however, when I look back and think of all the leaders I have encountered, the ones that I truly respected, liked, and admired, all encompassed this trait. They were not afraid to say that someone else can do it better, or that they made a mistake, and this is, in my opinion, a crucial characteristic of a great leader. David’s speech had a greater effect on me than any other to this date and it was really interesting to read another article that supported his message. Collins (2005) says that great leaders “ are a study in duality: modest and willful, shy and fearless”. This is closely correlated to what David Maclean’s message states, about a great leader being empathetic, authentic, and not afraid to admit defeat; at the same time they must be willing to take risks and tenacious in their pursuit for success. This message is one I have truly taken to heart and I hope it is something I can thoroughly implement into my future in the business world.
Next I want to touch upon the importance of followers. Without taking anything away from my CEO, who has done a wonderful job organizing and scheduling tasks, I don’t think my team currently has a clearly defined leader. With this said, it has not been a problem. Author Robert Kelly (1988) states, “Groups with many leaders can be chaos. Groups with none can be very productive.” Although initially I feel that my group has struggled to be productive I feel that we are learning quickly and on the right path. As we become more and more comfortable with our roles our productivity begins to increase. Whether or not a clear leader emerges into our group I am not concerned about our ability to be efficient and productive as a team.
All in all it was definitely an interesting week! I hope I can use what I have learned in the chaos to have a positive effect on my future through school, work, and every other aspect of life. Looking forward to what else MGMT 300 has to offer!
Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136—146
Kelley, R. E. (1988). In praise of followers. Harvard Business Review, 66(6), 142--148