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MGMT 300 – Learning Journal Week 08                                     Scott Wong- 2651050

Possibility of becoming an Effective Leader: Fear of Losing Skills as an Effective Follower

 

My team’s Mike’s Bikes rollover for last week was extremely successful as my team has begun to ascend to the top of our region. I always look forward to meeting with my team because they are so friendly and we all contribute equal amounts of effort in regards to Mike’s Bikes Simulation. My team all work pretty well and there isn’t just one person leading our group as we all make decisions together as on our team’s strategy is based on a relatively decentralised structure (Knights & Wilmott, 2012) therefore I find that I naturally tend to lean towards being an effective follower. Is it possible for me to become a leader? Or an executive? I often find that I have innate traits of a follower and because my team is quite decentralised, it does not give me the opportunity to step up and become an affective administrator. Do I have to be born with these traits or can I learn them?

According to Katz (1955) I am able to develop and train myself to become an affective administrator. Because I am an effective follower I often thought that I cannot be an administrator and identify myself within two very different roles. Katz (1955) explains there are three main skills I can develop to become and administrator and they are technical skills (knowledge and skills), human skills (social skills) and conceptual skills (abstract thinking and thinking outside the box). Becoming an effective administrator is very similar to becoming an effective leader in such that they are almost the same thing but I still question my own ability to become an effective leader. Can my personality meet the requirements set by theorists (Collin, 2005; Katz, 1955) in regards to becoming a good manager? Can I really change that much to adapt to traditional leadership qualities whilst maintaining my ability to be an effective follower? Or are these leadership qualities really necessary to become an effective leader? Can I become a leader without these traditional qualities?

As a result about my scepticism about my abilities to become an effective leader and theorist’s ideas about good leadership, I will continue to push myself to try and become a better leader by putting myself in leadership type situations while also trying maintain my abilities to be an effective follower.           

 

References

Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136--146

Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33--42.

Knights, D., & Wilmott, H. (2012). Introducing Organisational Behaviour and Management. (2nd edition). London: Thomson Learning.

 

 

2 Comments

  1. Hi Scott,

    First of all i think there are many things you did well in your journal. I like how you really reflected on your own feelings using the readings. I think that's a very important part of doing these journals.

    The way in which you could of improved your journal is by expanding on some of the points you made and the questions you asked. For example you ask about whether you can meet the requirements to be a manager, well maybe you could of spoken about how you meet some aspects of these individually, as I'm sure you do at least meet the human aspect. You could of also made your learning journal more reflective and critical if you had answered whether or not you thought you could be a leader without these qualities.

    Overall you have a very good basis for an excellent learning journal, i just feel alot more expanding on the points you made is vital.

  2. I like that a clear Daudelin's reflection structure has been used here. The problem is that you are naturally a follower and that suits your group because you have such a flat structure and the readings provide some theory as to how you can become a leader and you have a planned action! 

    I would like to see you ask less questions and actually answer them. For example, you ask "Can my personality meet the requirements set by theorists?"... well can they. think deeply and then answer it. And expand more into questioning your own assumptions. Why do you need to be a leader if this is working well already? What is the personality traits you have that actually make you an excellent follower? Don't ask these questions. Answer then. You have already show that you can synthesise your experience with multiple readings but going deeper will help you to reach the highest levels in Bloom's taxonomy. You're getting there