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Leadership practices and perspectives are viewed a rising development towards seeing authority as collaborative effort between two or more persons. In the meantime, it is considered in traditional views of scholars that authority is something that is practiced by a single individual i.e, CEO. But now the changing need of world requires the concept of 'shared leadership'. Being a CEO, I suggest that shared leadership is the power delegation to the most trusted managers to carry on the CEO's vision aligned with the company's objectives; this will maximize the output and human resources of a company. Shared power and collaborative decision making will bring innovative revolution and creativity through which a company may achieve heights of success and unique competitive edge. Thus, shared leadership is an important essence of modern business culture. (Crevani, Lindgren & Packendorff, 2007)
Being a company’s CEO, I prefer using dual management attributes. It means the applications of micromanagement combined with the macro management strategies and ideas. No doubt the micro management attributes are inherited, such as being focused on targets and deadlines, but with the changing perspectives, there is a need to satisfy the employee as well, and thus a dual management perspective ensures the traditional role of a CEO and the need to focus on employee satisfaction. Therefore managing with the macro techniques, collaborative and two end successes is achieved while to meet the deadlines and targets, micro strategies should also be implemented. (Tuggle, Christopher S., et al, 2010)
As a CEO, I’ll opt for the line managers because it shares the burden of responsibilities. Selecting first line managers ease out the burden to meet the deadlines, whereas their role and responsibilities as being a supervisor ensures the collaborative culture of the company. The line managers should have adequate skills to perform their role and responsibilities included as; managing people in routine (day to day), managing operational costs, technical work, providing expert insights to technical work, managing the work breakdown and resource utilization, providing results of timely activities, managing and controlling the projects and ensuring quality. (Kerzner, 2013)
Line managers has a direct role in managing, coaching, training and scheduling the project tasks, therefore no CEO wants to put the major tasks at risk. The line managers should act effectively and efficiently. Therefore some of their attributes such as effective communication, strategic thinking, managing risks and uncertain situations, ability to learn and improve from previous project experience. As CEO, tackling the manager’s ability and capacity is the first and foremost requirement. Investing on the line manager’s ability grooming, we get a clear view on how effectively they understand the task, and perform the responsibilities, in turn they also get a comprehensive view of training and managing the tem under them. Summing up, being a CEO, one must ensure that its line manager’s performance based on their abilities to produce excellence and also learn from past achievements and from seniors. (Gherardi, Silvia, and Annalisa Murgia, 2014)
Yes I do provide them training and coaching through initiatives of different development programs and on the job training. Every human needs to learn, as the line managers are directly put into a place where they have to take a start from managing the team, they are the ones who need the training most. For example, a production supervisor need to know the technical aspect and in depth knowledge about how things work and what may lead to cut the operational cost most effectively. Thus they need training for; knowing the best practices of previous senior managers or role models learn to adapt the change and manage work in diverse workforce where people have entirely different perspectives, and to manage the uncertain events. For all this training; arranging developmental coaching and seminars for providing the aid through shared experiences could work well or enhance their capability and efficiency. (Kerzner, 2013)
Evaluating the tasks of each department is not an easy job, yet the major responsibility of CEO. The evaluation process includes certain elements such as reviewing, controlling and monitoring. All the evaluation process requires effective and transparent communication between staff and the managers and through these managers to the CEO. Without the communication and fair discussion, no one can evaluate the departmental level activities in a correct manner. Therefore transparency and accountability are major players in effective communication and feedback. The evaluation requires discussion between the managers and reviewing the success of projects in timely manner. This all process is the basis for evaluation of all departments. Therefore, one needs the transparent discussion with its managers in order to evaluate the success and identify and control the pitfalls. (Gherardi, Silvia, and Annalisa Murgia, 2014)
I provide my managers the support through trust and flexible nature so that they can directly communicate any problem they are facing. Being a CEO, one needs to be flexible yet cautious in analyzing the details of each project. The sharp sense of understanding and identifying the real cause is the best attempt to success. Therefore being a CEO, understanding and realizing is the ability to get to know the mangers and their capacity to work and in turn analyzing the best person for the company. Reaching to the in depth reason for major and minor problems requires support to managers to communicate what they have analyzed in their departments. Therefore, one needs to support in uncertain situations, which I do, enthusing trust in the managers to know the problems they face and how it can be managed. This requires a non-rigid attitude of CEO, and being enough friendly to provide a platform for direct communication. (Gherardi, Silvia, and Annalisa Murgia, 2014)
I recommend the concept of “shared leadership”, as the world is transforming into a global world, all of the business of modern world require the concept and implication of “process of integration”, thus to achieve the integration, one needs to work collaboratively and with shared visions. Thus for effectively leading an effective management of team, power distribution is an effective tool of modern practice of business.
Shared management is a vital issue that influences the achievement and disappointment of each company, global wise regions and religious development. The pace of progress and unpredictability in today's business surroundings make administration progressively critical, setting implausible desires on gallant pioneers. Apparently, it is getting to be more troublesome for any single individual to have the majority of the aptitudes and capacities needed to proficiently lead associations today. Often, associations take in the hard way that nobody individual can spare an organization from average execution and nobody singular, regardless of how talented a pioneer, can be correct, constantly and managed. As associations have consistently advanced into the learning economy we can no more depend on straightforward ideas of top–down, summon and-control authority, in light of the thought that specialists are only compatible mechanism. (Gherardi, Silvia, and Annalisa Murgia, 2014)
Therefore I recommend utilizing the concept of shared leadership as it may bring the best outputs and effective results through collaborative decision making and participation. It helps to boost up the business and its activities in effective manner and it conveys that each person is accountable for its duty.
Bergman, Jacqueline Z., et al. (2012). The shared leadership process in decision-making teams. The Journal of social psychology, 152(1), 17-42. http://www.tandfonline.com/doi/abs/10.1080/00224545.2010.538763#.VJ_9NsAA
Crevani, Lindgren & Packendorff. (2007). Shared leadership: a post-heroic perspective on leadership as a collective construction. International Journal of Leadership Studies, 3(1), 40-67.
Gherardi, Silvia, and Annalisa Murgia. (2014). Imagine being asked to evaluate your CEO…: Using the constructive controversy approach to teach gender and management in times of economic crisis. Management Learning, 1350507614549119. http://mlq.sagepub.com/content/early/2014/09/16/1350507614549119.abstract
Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons. http://books.google.com.pk/books?hl=en&lr=&id=QgQQC5qRtzgC&oi=fnd&pg=PT1&dq=selecting+line+managers&ots=CyKmrI3HR&sig=f2NqjNDPbj5LincITD8A2gbfmZA#v=onepage&q=selecting line managers&f=false
Tuggle, Christopher S., et al. (2010). Commanding board of director attention: investigating how organizational performance and CEO duality affect board members' attention to monitoring. Strategic Management Journal, 31(9), 94. http://onlinelibrary.wiley.com/doi/10.1002/smj.847/abstract?deniedAccessCustomisedMessage=&userIsAuthenticated=false