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perception about how managers become effective leaders affects how we evaluate individuals' leadership potential. Believing that a manager was born a leader is expected to result in a concentration more on selecting the right person rather than developing the employee. On the other hand, the belief that managers can be made leaders through experiences will be more expected to result in a concentration on ensuring that managers have the appropriate opportunities to become leaders (Gunter, 2011).
All managers are born with the ability to lead; however, the issue is what level managers are able to become leaders. This prompts the question of whether managers learn leadership or whether leadership can be taught. Obviously, it is impossible to teach managers how to become a leader but managers can learn leadership. This is a powerful statement. Managers cannot be taught how to lead, but they can develop their leadership ability through their desire to develop themselves as leaders and a willingness to learn (Rejai & Phillips, 2007). For instance, motherhood, parenting, and fatherhood cannot be taught but can be learned.
Leadership courses are of utmost value: teaching or training is not a surety of success. Since a person can be taught how to write, a person can also be taught to speak a certain language. It is only possible for an individual to learn the language. Based on the parenting example, fathers and mothers can be taught the best practice of bringing up children. They are obliged to learn how to apply the knowledge (Barna, 2007). Managers are born every day: they learn to develop their abilities. As a result, they are likely to discover their level of their leadership ability and applicable conditions. Most managers have failed to realize the level of their ability to lead.
If managers can learn how to become leaders, then we can only make several assumptions. For instance, leadership teachers will have to be in place; they must have the knowledge and ability to instruct others. In this case, the U.S. army is among the examples where leadership is taught. It emphasizes on experience, content and knowledge connected with the acts of leading.
Various consulting companies have introduced change management programs to create a social framework of leadership. These initiatives blew due to the plans of customers to actualize large-scale changes. Such practices are disheartening, but characterized by leadership development efforts. They have claimed to produce leaders. Organizations must be aware that managers must step forward and give the necessary inspiration to followers in every situation. Top executives have discovered that when managers are confronted with intense evaluation of their effectiveness as leaders, they undergo drastic changes. Similarly, consultants have gracefully recognized that line managers stepping forward to champion the organization's initiatives (Neary, 2010).
Additionally, everyone's work becomes less demanding and more fun when their natural ability, experience, and knowledge are prized for their exceptional, innovative commitment. Moreover, these abilities are uninhibitedly given in service to the overall organization. Nobody holds anything back because there might be no focus to that. People direct their actions as well as blend their endeavors with those of others and stay rationally ahead of occasions (Barna, 2007).
Obviously, this generates some gracefulness. An alternate feature of talent leadership is that improvement and inventiveness are a characteristic event as individuals hear each out other and their clients with stupendous thought and insight. One essential part of the heading is seeing plainly. With all the humor, we see what is preferred with our ears over our eyes. Interestingly, these cases of how the idle limit to lead may show itself can yield cement estimations of their adequacy - something the old suspicions cannot guarantee. Such estimations may include speed of activity or choice making, evaluations of the amount of individuals showing initiative limit, worker fulfillment overviews, advancement rates, client fulfillment, and essentially predictable budgetary results.
Our old suppositions about heading might have been a good fit for times past. The notion holds that it must be penetrated into individuals as the Army considers that one must experience years of mental assessment. This is supported by the Center for Creative Leadership. However, it is improbable that such presumptions will serve us well currently. The planet is moving too quick. The reality we accept is that every living soul as of recently has the sum of the limits essential for leading. Being aware of the times is just an inquiry of distinguishing this inborn capability and nurturing it (Gunter, 2011).
Without doubt, it requires confidence for those in positions of power as well as for everybody else. This is not to say that people cannot study how to lead more effortlessly or more gently: this is the craft of heading. It hails from a procedure of finding how to be best. Nevertheless, everything begins with betraying the standard way of thinking and trying to uncover what you recently ponder heading. At that point, it is an inquiry by simply taking the clearest step. This begs the question, can managers be taught to lead? No! In any case, it does not have been taught. Successful leadership is not a presupposition of studying something unknown to us. However, looking inside to uncover your own solutions to the question of how to express your natural talents.
Chapter 13 Issue Discussion Topic:
The abuse of power by self-interested managers has become a common phenomenon in the modern business world. Recent surveys indicate that managers are disrespecting their subordinates in the course of executing their duties. Other studies found that most employees are working for abusive managers. Managers who use power for their own interest engage in abusive behaviors. The petty tyranny of such managers is associated with high costs for the organization (Neary, 2010). Victims suffer psychological distress and low self-esteem, are less productive, are less satisfied with their lives and jobs, and have high chances of quitting their jobs. The work environment of the entire organization becomes cohesive and less trusting. This reduces collective organizational performance. From a study, the majority of the workers reported spending over ten hours complaining about managers' abusive power for their self-interests or listening to complaints from other employees. Additionally, employees respond to tyranny by keeping a low profile, surrendering their personal beliefs, taking indirect revenge, challenging the managers, engaging in fantasies about revenge and bringing outsiders such as other bosses to help deal with the abusive manager (Ribbins, 2012).
The greater the power of managers means the greater the possibility of using the power for their self-interests. This prompted researchers to observe that absolute power corrupts absolutely and power corrupts. Absolute power casts a long shadow just as in the case of Burma's military junta could be seen in repression, censorship, murder, tortures, starvation, and imprisonment. Some psychologists have fronted explanations why power concentration is extremely dangerous (Fisher & Tack, 2008). First, power provides the ease for managers to become selfish and impulsive individuals to pursue their self-interests without considering the needs of other people. They tend to justify their actions by arguing that their personal interests and rights assume priority over obligations to other people.
Secondly, self-interested managers in power protect their positions by attacking individuals they see as threats. Thirdly, powerful managers are subject to biased judgments. They have a tendency of making little or no attempt at finding how subordinates feel or think. Therefore, such managers are expected to act and hold on faulty stereotypes justifying their authority. They believe that they are entitled to their high status because powerless employees are not as capable as they are (Ribbins, 2012). Fourth, power transforms self-interested managers become more resistant to feedback from subordinates. This results in a corruptive influence across the organization as subordinates are deprived power. Subordinates who are deprived or have less power tend to…[continue]
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