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The results from my groups roll over last week were very good. After occupying pretty much the bottom of our market in previous rollovers our position improved dramatically putting us at the top of our market in terms of shareholder and market value. My team works very well together and we approach making decisions with the entire contribution of the team, which I think has a positive impact on our final decisions. Knights & Wilmott, (2012) suggest that this would mean our team follows a more decentralized structure towards the decisions we make and don’t have one clear leader who makes the decisions.  Because of this structure I find myself becoming an ‘effective follower’ rather than a leader. This has caused concerns for myself, as the CEO of the team I find myself in a difficult situation pondering how I can change my actions to help lead the team positively? Or if it is even possible to become a leader?. I feel that because my team has adopted a decentralized structure I’m prone to displaying the traits of a follower and have limited opportunities to front up and become an effective CEO.

 

Katz (1955) suggests there are three main skills that Individuals need to develop to become effective administrator, These include technical skills (knowledge), human skills (Social skills) and conceptual skills (abstract thinking). Katz (1995) further suggest that individuals are able to improve and develop skills to become and effective administrator or leader. The reading on becoming an effective administrator conveys and indicates important characteristics to the development of becoming and effective leader in my opinion. However this leaves myself pondering whether I have the characteristics suitable in becoming a effective leader or manager?

From this weeks readings I have doubts about whether I have the requirements introduced by (Katz, 1955) in regards to becoming a good manager. However moving forward to next I plan to try incorporate the skills and ideas that have been proposed by theorists and placing myself in leadership situations whilst remaining an effective follower in the process of my team.

 

Katz, R. L. (1974). Skills of an effective administrator. Harvard Business Review, 52(5), 90.

Davies, J., & Easterby-Smith, M. (1984). Learning and developing from managerial work experiences. Journal of Management Studies, 21(2), 169--182. doi:10.1111/j.1467-6486.1984.tb00230.x

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

2 Comments

  1. Thanks Julian for your review for this week.  Sometimes it takes a great person to state that they are a follower and there is nothing wrong with this but when you have been given the opportunity to lead even when your results are that favorable, you should lead.  It is that old saying 'do not reinvent when there is nothing broke.'  In saying this, it also means to lead is a challenge to to be a good manager.  So, you might want to decentralize your team structure to a centralized one, if you feel that this is the right thing for you to do.  Can I suggest that you read the learning journals of your team? This may offer insight from your team members of what you wish to propose and you might find out some real truths as to how your team are feeling or not.  It may even suggest some learning strategies for your team to win in your market with the MikesBikes simulation.  In anyway, your review is how I am feeling to that it is always good to be on top but to maintain it and sustain it over time, is key.  Thus, to be a follower sometimes has its benefits but to lead is a role that you will relish to learn and grow to be the manager you want to be. Kia manuia - good luck, Nga

  2. This is a great concise reflection. I agree with the comments above and I would also recommend looking at a few of your team-mates journals.

    In terms of the usual basics I feel like you have started to follow Daudelin's structure. You have articulated that your problem is that you feel that the decentralised nature of your team has left you more a follower than a leader. However you do not present any prospective solutions that you have considered in regards to your problem only relevant extracts from this week's readings. Whilst it shows you have excellent knowledge of the readings in my opinion I feel like you need to apply these solutions back to your problem. For example you list that a good administrator needs good technical, human and conceptual skills but what specifically do you feel relates to your scenario- Do you have trouble getting your team to focus on the task, does communication break down in certain areas?. I feel that if you could identify where you are breaking down in these areas you will find the answers you need in how you can improve your leadership skills for the following weeks. I think if you master this you should find yourself in those upper grade areas with Peter, but that's just my opinion.

    My team I feel has a similar structure, I often felt like I had little to contribute to team discussions. However being a CEO I find that creating a discussion environment and ensuring that every member has a say has worked well for my team. I feel that with this journal in regards to blooms you are reaching the analysis stage. You are identifying what is wrong but you are not using the information you have gathered from the reading to provide a justified conclusion. 

    Good luck!