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