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Senior leaders need to be held accountable for developing junior leaders, and leadership accomplishments should be measurable.
Mark Leheney, in his article "The People Side of Leadership: An Overlooked Opportunity," focuses on the necessity of outstanding interpersonal skills in leadership. Leheney's article not only differs in substance from Turner's, it also differs in style. In a demonstration of his own principles, he writes with a personal feel (addressing the reader often) and beings by asking each of us when we've had another person commit to helping us, and how powerful the experience was. This sets quite the different tone from Turner's strategy and process-focused article, and it serves Leheney's thesis well. The readers matter.
Leheney's position is that people skills are not only important for good leadership, they are often overlooked. He argues that leaders are often great technically yet terrible with people, either because they don't make the time or they don't have the skills (15). Too many leaders, he says, focus on tasks and the work, not on the people performing the work (16). Leheney sets out a plan for a leader who is interested in making the commitment to his or her people. There are four crucial steps: learn to listen;...
Only when a leader makes these skills part of his or her leadership repetoire can he or she be effective as a leader. Leheney's article includes Practice Tools for each of the four skills, so leaders can integrate these skills into everyday conversations with their colleagues.
After reviewing these two articles, there may seem to be disagreement about the trends for effective leadership. Turner advocates a strategically, organization-wide program of training and imparting certain skills, while Leheney focuses on the individual relationships each leader must start and maintain. The two authors are not in disagreement, however, and combining their methods may be the best route to effective leadership. One cannot imagine a successful leader who doesn't grasp the technical aspects of his organization just as one can't imagine a successful leader without people skills. One needs both to be truly effective.
Works Cited
Leheny, Mark. "The People Side of Leadership: An Overlooked Opportunity." The Public Manager Summer 2008: 15-18
Turner, Jeff. "Developing Executive Leadership in the Public Sector." The Public Manager Winter 2007-08: 50-55
Works Cited
Leheny, Mark. "The People Side of Leadership: An Overlooked Opportunity." The Public Manager Summer 2008: 15-18
Turner, Jeff. "Developing Executive Leadership in the Public Sector." The Public Manager Winter 2007-08: 50-55
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