Perhaps you've worked for one of them. Or several, or even many like them... The tough, no-nonsense, "don't let 'em see you sweat," type of boss. The type that let's you know she's in charge. The robotic, unfeeling, "strictly business" persona. Well, fortunately, that image, the unemotional, always in control type, is on the wane.
FROM MEGA-BILLIONAIRES to EVERYDAY SUPERVISORS
Just look around, and you will see that management has a new "face." When you watch "YouTube" and see the second (was the first, maybe now the third...but always in the top three) richest man in the world "cutting up," you realize management is different. Yes, that is Warren Buffet acting the part of a "rock star" with the long hair wig, singing (sort of), moving to the groove, and promoting his GEICO brand. And, he seemed to be having fun. At least he's a good sport. But if you see Buffet in person, as I was fortunate to do, he shows charm, humility, wit, etc.-- a very personable guy. Yes, you remember he's a uber-wealthy tycoon, but one who doesn't distance himself by acting the part.
When you watch Microsoft's Bill Gates dress up as Star Trek's "Dr. Spock," or see the CEO of a multi-billion dollar firm cry on national TV when hearing about his employees' travails, you begin to realize that the image of business leadership has forever changed.
Even the President has his moments. President Obama is the type who demonstrates an ability to adapt to many roles and expectations. He looks and acts human. He dresses "down," relates exceptionally well with audiences, jokes, and yet can be tough when required. But are we ready for this more casual image? Well, a series of prior Presidents helped prepare us: Lyndon Johnson was perhaps a little too "down home," Reagan was friendly, congenial, and adaptable, George "W" Bush, was kind of a "class clown" (whether intentionally or inadvertently).
IS THIS A CHANGE FOR THE BETTER?
Do you want to see your boss acting like a "clown," or blubbering like a sissy? Or would you prefer the hard-nosed, "in control" approach, like British Royalty, above the fray; proper and dignified? Which approach engenders more respect, support, admiration...confidence...?
WHAT IS EXPECTED OF LEADERSHIP?
In order to be a leader you must have followers. So the leader, obviously, must engage in behaviors that will encourage, inspire, impel, require, or motivate followership. It is, of course, preferable to have willing followers. Not that they're less maintenance, but they are generally more loyal, dependable, and committed. Certain leaders "demand" respect, but as we've frequently heard: respect must be earned. There are some notable examples of this principle, but perhaps the best is General George S. Patton. During much of World War II, General Patton was considered perhaps our best (although quite eccentric) military leader. However, a seemingly minor incident, when he slapped a hospitalized soldier with battle fatigue- and called him a coward- contributed to his downfall. The perception of the General as an effective, gifted and noble leader was immediately questioned, and he was relieved of his command. Abuse of power and authority and disregard of those you lead is, in most cases, a recipe for disaster.
Leadership is demanding and burdensome. However, the rewards for the effective leader, and for the organization she leads, can be profound.
FROM MEGA-BILLIONAIRES to EVERYDAY SUPERVISORS
Just look around, and you will see that management has a new "face." When you watch "YouTube" and see the second (was the first, maybe now the third...but always in the top three) richest man in the world "cutting up," you realize management is different. Yes, that is Warren Buffet acting the part of a "rock star" with the long hair wig, singing (sort of), moving to the groove, and promoting his GEICO brand. And, he seemed to be having fun. At least he's a good sport. But if you see Buffet in person, as I was fortunate to do, he shows charm, humility, wit, etc.-- a very personable guy. Yes, you remember he's a uber-wealthy tycoon, but one who doesn't distance himself by acting the part.
When you watch Microsoft's Bill Gates dress up as Star Trek's "Dr. Spock," or see the CEO of a multi-billion dollar firm cry on national TV when hearing about his employees' travails, you begin to realize that the image of business leadership has forever changed.
Even the President has his moments. President Obama is the type who demonstrates an ability to adapt to many roles and expectations. He looks and acts human. He dresses "down," relates exceptionally well with audiences, jokes, and yet can be tough when required. But are we ready for this more casual image? Well, a series of prior Presidents helped prepare us: Lyndon Johnson was perhaps a little too "down home," Reagan was friendly, congenial, and adaptable, George "W" Bush, was kind of a "class clown" (whether intentionally or inadvertently).
IS THIS A CHANGE FOR THE BETTER?
Do you want to see your boss acting like a "clown," or blubbering like a sissy? Or would you prefer the hard-nosed, "in control" approach, like British Royalty, above the fray; proper and dignified? Which approach engenders more respect, support, admiration...confidence...?
WHAT IS EXPECTED OF LEADERSHIP?
In order to be a leader you must have followers. So the leader, obviously, must engage in behaviors that will encourage, inspire, impel, require, or motivate followership. It is, of course, preferable to have willing followers. Not that they're less maintenance, but they are generally more loyal, dependable, and committed. Certain leaders "demand" respect, but as we've frequently heard: respect must be earned. There are some notable examples of this principle, but perhaps the best is General George S. Patton. During much of World War II, General Patton was considered perhaps our best (although quite eccentric) military leader. However, a seemingly minor incident, when he slapped a hospitalized soldier with battle fatigue- and called him a coward- contributed to his downfall. The perception of the General as an effective, gifted and noble leader was immediately questioned, and he was relieved of his command. Abuse of power and authority and disregard of those you lead is, in most cases, a recipe for disaster.
Leadership is demanding and burdensome. However, the rewards for the effective leader, and for the organization she leads, can be profound.
Ben A. Carlsen, Ed.D, MBA, is an experienced leader and educator with over 30 years experience in management, consulting, and teaching. Dr. Carlsen is a management consultant, and business writer in the Miami, Florida area.
Carlsen was Chairman of the Los Angeles County Productivity Managers Network, Chair of the Marketing Managers Association, and President of the Association for Systems Management (So. California Chapter). For more info visit: http://drben.info
Carlsen was Chairman of the Los Angeles County Productivity Managers Network, Chair of the Marketing Managers Association, and President of the Association for Systems Management (So. California Chapter). For more info visit: http://drben.info
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