7.5 Traits Approach

I found the content on leadership emergence and effectiveness to be rather interesting (p.187). As our country is in the midst of selecting a new leader, I have to take a moment to decide whether I am looking at the candidates as showing characteristics of emergence or effectiveness.

Both candidates have demonstrated leadership in their journey to the top of the ticket. Maneuvering their campaigns and making decisions daily on their personnel has highlighted their effective traits as leaders.

I find that Obama seems to be emerging as the leader. His intelligence and communications skills are by far superior to his opponent. In addition, when you compare Obama to the previous President the contrast in leadership qualities is even higher. Maybe our country is ready for a President to have some leadership characteristics that can inspire a nation and bring respectability back to the USA.

7.4 Managers may not be Leaders

In Chapter 7, (p.181) the book discusses how most writers about topic of leadership focus on leadership from management. I agree that leaders and managers are different. In my opinion the leader should inspire and motivate the group; the organization; the company; to reach for potentials not yet experienced. I find that the manager is the organization’s controller; the watchful eye on the production. We need managers to keep the company going. But we need leaders to move the company in new directions; to challenge the status quo and do a better job!

How can organizations develop these leaders? How can it identify managers and potential leaders? The process for promoting is sometimes very rigid and casts aside what may be leadership qualities in potential candidates. How can we eliminate the animosity that will surely develop when managers see themselves as leaders and seek to sabotage their potential bosses?

7.3 Interorganizational Relationships

After reading box 6.7, Some Types of Interorganizational Relationships (p.161) I was reminded of my time at the Cambrian Business Association. The new business association invited all of the businesses in the City’s District 9 (San Jose) area to be a part of this new group. I joined in late 2005 and after attending the first meeting I found myself voted in as president. I was asking some questions about the organization and when it came time to vote for a president--the room went silent. Someone turned to me and said, hey you asked some good questions – you should be president. I shook my head no and others joined in with smiles and cheered me on. Reluctantly I accepted and so I began my 20 months as president. The experience of being a leader of the local businesses taught me about the importance of communications and building relationships.

I immediately moved to solidify some communication staples: I designed the new logo for the association; appointed a group to create a mission, and created a speakers forum for businesses to exchange ideas. It was a great time!

7.2 Network organizations that work to get things done

In chapter six (p.158) Communications scholar Farace and his colleagues identified three types of networks. They were: production networks – involved with getting the job done; innovation networks – tasked with creating and developing the new ideas; and maintenance networks – established to maintain the social relationships. These networks made me think of a new program that was developed at my agency. The new program was rolled out and members were asked to utilize it. What I found later, was that people met to create and design the new program, but never coordinated or invited the people who were going to use it. The new program was going through rough patches of inefficiency in workflow and receiving many questions about the operations. Had the organization identified the network organization, they would have created some communication between the networks and had a more successful rollout.

7.1 Key Elements of Relational Interaction

I went to lunch last week with a colleague who was working on a part of the larger project I was designing. I have known this person for over 20 years and I have worked with her on various projects over the last 5 years. After reading "Key elements of relational interaction" (p. 144) I couldn't help but look back at this lunch date. The definition of the situation (the understanding of the conversation we were having) moved from polite and happy to heated and loud. For me my instrumental goal was to discuss the work that she had done for me on this large project. After a few minutes it was clear that the communication she was having with me was identity based. She was trying to make herself out to be the victim in what she characterized as work she didn't have time to do. I countered with an argument that her "group" was responsible for the delivery of the "content" for my use. Secondly, her group failed to edit the content that she was complaining about.

Needless to say it got to the point where she wanted to forget the work that she had done and suggested that I not use her work. I reasoned with her about my disappointment with her group not getting her involved in the process sooner. I had the last word, and then she got quiet. She then said, "did we just get in our first fight?" I laughed and told her that we were passionate about our roles in this project and that we both wanted the same thing. We just needed some "legitimation' (I didn't tell her that, but now I know what I word I was looking for) to feel valued about our contributions to the project. We smiled and I paid for lunch. We went out to Cost Plus and purchased a screen for her cubicle. I opened the box and assembled the screen for her at her desk.