Ideology of Leadership - Essay Example

? TOPIC: LEADERSHIP INTRODUCTION: The growing world, with its different economical issues, is now demanding new leadership management with collaborative and collective ideas. It is easy to think of the concept, but in practice implementation still creates confusion. Collaborative Leadership explains that some crucial business terms and relationships cannot be dealt formally or strategically but requires a web of individuals working together to manage the frustrations of the client patiently (Kanter, 2003). It has been said that, “collaboration is a necessary foundation” (Waugh & Streib, n.d). This is an attitude that needs to spread in order for businesses to remain successful in the new economy. A new leadership criterion is something that is somehow easy to understand but shows some of the loop holes if not managed properly. It is hard to deliver the same idea of management to all employees. Some will insist in continuing to manage as they always have. The ideology teaches that collaborative leadership is an art of trust between coworkers, even if they work quite differently from each other. It may be that each one has to share the control of their authorities as these business relationships are beyond boundaries (Archer & Cameron, 2009). Yet, it is possible for diversity to co-exist. This brings a deeper understanding of the term ‘team work’ and justifies efforts to promote tolerance. LITERATURE RIVIEW: Different theories have different approaches and perspectives but it is never easy to implement them practically within business relationships. Implementation of these concepts can be quite difficult. Supposedly, as consultant, the Block’s Flawless Consulting Phases would provide the best way to deal with and win a business client peacefully. This theory is based on five phases which is a systematic approach to deal a client: Registration of a client and contracting a client. Discovery of the real issue and a thorough discussion. Getting a feedback and a final decision to act. Implementation of the possibilities and engagement. Extension to a workable solution, revision or terminating a task if not workable. All these steps are according to a natural phenomenon of human behavior. Using a scientific approach is supposed to improve the chances of success. Block explains that consultation is done when a client has a second option and a consultant has no direct authorities to implement the solutions until and unless a client wishes for something else (Block, 2011). According to the Leaderful Field Book, collective judgments and collaborative approach can often end up with disagreements among qualified managers which could lead to other indirect problems. Though a thorough examination and scrutiny of a case could be done on different levels, but at the time of deciding a solution, all hard work could be wasted in the absence of a single agreement. PHENOMENON OF RESISTANCE: The phenomenon of resistance tells that it is unlikely for a mass of people to agree upon the proposed deal or idea presented. This concept can be witnessed in almost every organization, but the most important part is figuring out how to deal with this phenomenon in order to produce the best possible outcomes. Some administrations are not flexible enough to absorb the resistance of their own workers. They often announce that critical measures will be taken if they do not receive a majority votes in favor. Here comes the role of managers. It is their duty to control the situation and stop it from getting worst. Both dialogue and patience can bring a brilliant outcome. Managers should think collectively and view the real problems regarding all sides. They must consider the perceptions of both administration and the employees and try to give the solution while supporting their decisions with facts and figures. In this process, patience counts for a lot, as any furious reaction can collapse the whole structure of a system. Sometimes it is valuable to think positively in consideration of the workers and acknowledge that they are the ones who previously were responsible for the well being of the organization. The workers would prove to be more dedicated, if they are listened to and valued properly. It should be remembered the way in which Canada reacted to Landmines case. Think of all the ground realities and life threatening components which their workers faced during the process. This was done with due respect of human lives and was later regarded as a favorable solution (Rimsey, 2011). READINESS OF A CLIENT: Block’s Flawless theory clearly explains that even if the best solution is presented to a client and the client is not ready to adopt it, then a consultant cannot help him solve the issue. A consultant, in other words, has no right to implement a solution process on a client’s behalf. The readiness of a client is a must, but it can only be possible after a consultant delivers his approach and convinces the client to start with the process. A client will worry and get convinced easily if the proper approach is taken by the consultants (Block, 2011) LEWIN’S CHANGE MODEL Lewin’s change model appears to be the best strategy to implement change in an organization. It is a slow and steady process, but it is the most workable solution. It can bring enormous change in an organization’s working strategies. The solution is explained in the following three steps: 1. Melt the frozen cube: This strategy suggests that prepare an industry for an upcoming change. Though first step is hard to do as many hard reactions can come up with time but it will settle down through a compelling message of why things cannot work out the way it used to be. This will set a new trend of observing changes when needed and a new equilibrium is build among workers. 2. Reshape the melted cube: When an organization gets fully prepared to apply changes, guide them with new ways and strategies. Workers would expect changing and work accordingly. 3. Freeze the new cube: When an organization finds the working conditions in perfect order after all hit and trials. Freeze the system by telling that no other changes or implementations would be made and the best desired result is obtained. This model is relatively very practical but can also get some unexpected results from the workers. It is not easy to create a change environment but this Lewin’s change model can win the race ( Cummings & Worley, 2008) REFERENCES: Archer, David; Cameron, Alex (2009). Collaborative leadership – how to succeed in and interconnected world. Butterworth Heinemann Block, Peter. 2011, “Flawless Consulting”, Third Edition, Wiley Publishers. Chrislip, David (2002). The Collaborative Leadership Fieldbook - A guide for citizens and civic leaders. Josey Bass. Cummings, Thomas, . Worley, Christopher . – 2008, “Organization Development and Change”. Cengage Learning. Kanter, Rosabeth Moss (2003). Rosabeth Moss Kanter on the Frontiers of Management. Harvard Business School Press. Ramsey, Mike 2011, “Contract on Edge”. The wallstreet Journal, Asian Edition. Waugh, William and Streib, Gregory n.d. “Collaboration and Leadership for Effective Emergency Management” Articles on Collaborative Public Management. Read More