Page 16 - CCCA 226419 Magazine Fall 2014

{ leadersHiP } leaders gaIn power By gIVIng It away By Hugh Arnold it’s common to assume that successful people in senior An effective leader must also ensure that leadership positions spend the majority of their time making people possess the knowledge and skills required to achieve what is expected of decisions, giving direction to subordinates, allocating resources them. This requires careful selection of to initiatives and resolving conficts among underlings. the right people, assignment of these peo- ple to roles they are suited to, and provi- sion of the training and coaching neces- related assumption is that the more they feel a sense of personal responsi- sary to ensure they can accomplish what senior a leader, the more power and bility for effectively performing activi- is asked of them. a authority she or he has to impose ties that they care about. But a sense of So, effective leaders realize that their their will on others by virtue of the posi- personal responsibility is impossible role is to create the context for effec- tion they occupy. without a signifcant degree of auton- tive performance by those reporting to In fact, the reality of effective leader- omy. Effective leaders recognize this by them. Creating this context requires that ship is almost completely at odds with empowering their subordinates—giving leaders work hard to remove confusion this stereotype. Highly effective leaders them plenty of room to exercise judg- or ambiguity for each of their subordi- in positions of significant authority do ment and make decisions about how nates regarding what they are trying to not get things done by issuing orders they get their work done. accomplish together (their vision), how and directives to obedient underlings. However, while delegation and em- they are going to move toward that vision Rather, they achieve success by creat- powerment are necessary conditions for (their strategy), and how they will con- ing an environment that generates a effective leadership, they don’t tell the duct themselves on their journey together sense of commitment and engagement whole story. Empowerment can lead to (their values). Leaders must also ensure in their people. And they do this by giv- chaos if it is not accompanied by the pro- that each member of their team also has ing away, not hoarding, the power and vision of clarity by the leader regarding: a clear understanding of their specifc role authority that may formally be vested in ■ Where we are going—the vision and responsibilities. Once these factors their own positions. ■ How we will get there—the strategy are in place, effective leaders release the ■ How we will conduct ourselves—the latent energy of the team by giving up for- Effective leaders recognize that peo- “ Real leadership is exercised by articulating an as giving up power and authority also core values ple are motivated to work hard when mal power and authority, clearly delegat- ing it to team members. Thinking of leadership effectiveness provides insights regarding some of the exciting vision of the future, getting people downsides of charismatic leadership. While charismatic leaders can often be ef- efectively aligned with that vision, and then fective in the short term, they are rarely ” and magnetism, but they often leave little inspiring them to work harder and accomplish tions that endure for the long term. Char- more than they ever imagined they could. successful in creating teams and organiza- ismatic leaders create energy and enthu- siasm based on their personal strengths 16 CCCa Magazine | Fall 2014 autoMne