| Boisterous, Omnipotent, Self- indulgent Sociopath. | | | | intensity, focus, drive and dedication, along with |
| Avoid the B.O.S.S. syndrome with five leadership | | | | these same attributes from the executive staff, are |
| principles that translate academic leadership theory to | | | | the determinants of the level of commitment |
| real world, 21st century application.There are many | | | | provided by the employees. Commitment won't |
| academic theories published on leadership. Some of | | | | survive if leadership doesn't exist. The leader must be |
| these theories include:Participative LeadershipPatricia | | | | proactive and publicly demonstrate leadership, |
| McLagan & Christo Nel state that, "leadership is about | | | | confidence and commitment.If you lead through fear |
| breaking new ground, going beyond the known and | | | | and intimidation using the old "Slap and Point" |
| creating the future." They talk about new | | | | methodology, you will have little respect; but if you |
| governance requiring effective leadership to create a | | | | lead with confidence, integrity, commitment and |
| future. McLagan and Nel report that the shift to | | | | respect, you will have little to fear and gain the |
| increased participation changes their view of | | | | respect necessary to accomplish your vision.#3. You |
| effective leadership. They believe that leadership, as | | | | don't have to have all the answersA Common Fallacy: |
| a concept, is unstable. They also believe that notions | | | | Have All The AnswersA mistake many leaders make |
| of formal leadership expected from leaders are | | | | is the self-imposed responsibility to have all the |
| confused with notions of the individual leadership | | | | answers. This is just not accurate. It is okay to admit |
| expected from everyone in the | | | | to not having all the answers. Good leaders are willing |
| institution.Transformational LeadershipRichard L. Daft | | | | to show their imperfections. Surround yourself with a |
| raises the question, "What kind of people can lead an | | | | solid executive team and you don't need all the |
| organization through major change?" Daft points out | | | | answers. No one expects perfection, just leadership. |
| that transformational leadership is characterized by | | | | Being a leader doesn't grant you supreme |
| the ability to bring about change through innovation | | | | knowledge.A cosmic truth states: give before you |
| and creativity. This type of leader motivates people | | | | receive. Being the B.O.S.S. by mandating new rules, |
| to not only follow their lead but to believe in the | | | | stipulations, threats and unreasonable demands does |
| vision of corporate transformation, the need for | | | | not promote unity or trust. It is destructive to the |
| revitalization, to sign on for the new vision and help | | | | kind of attitude required to succeed. Employee |
| institutionalize a new organizational process.Situational | | | | consideration and input is absolutely essential to |
| Leadership Theory (SLT)SLT suggests that leaders | | | | success. The company needs employee support, |
| adjust their styles depending on the maturity of their | | | | trust and respect. But, the company must give |
| followers, indicated by their readiness to perform in a | | | | before they receive. The leader must know when to |
| given situation. Readiness is based on both how able | | | | lead and when to listen before acting. It is often |
| and willing people are to perform required tasks. The | | | | surprising how much employees can and will |
| Heresy Blanchard theory developed a model that | | | | contribute if you give them the opportunity to do |
| depicts the different leadership styles necessary, | | | | so.#4. Employees: The Most Precious |
| ranging from delegating (observe and monitor) to | | | | AssetDeveloping a team is not that difficult if |
| participating (encourage and problem-solve) to selling | | | | employee development is a priority.Every employee |
| (explain and persuade) to telling (guide and | | | | wants to feel that they have a voice and can be |
| direct).Fiedler's Contingency ModelThe Fiedler | | | | heard. They want to know that management knows |
| leadership model is similar to SLT because it is based | | | | they exist and what their contribution is. They want |
| on a match between leadership style and situational | | | | the satisfaction of doing a good job. They want to |
| demands. However, the similarity ends there as | | | | prove their talent to achieve the desired results. If |
| Fiedler's theory states that the amount of control a | | | | they are challenged, they will become self- |
| situation allows the leader is a critical issue in | | | | motivated.People enjoy other people. Most derive |
| determining the correct style to use.Path Goal | | | | satisfaction from interaction with their peers. |
| Leadership Theory (PGLT)Robert House advances | | | | Recognition is icing on the cake. Employees find the |
| the PGLT that suggests an effective leader is one | | | | social aspect of the workplace rewarding if the |
| who clarifies paths though which followers can | | | | environment is positive and conducive to success. |
| achieve both task-related and personal goals. | | | | Make coming to work enjoyable for the employees. |
| Effective leaders help employees progress along | | | | Create ways to challenge as well as entertain your |
| these paths. House goes on to identify four | | | | employees. Provide the opportunity for social |
| leadership styles in his theory. They include:1. Directive | | | | interaction. There are a number of ways to do this, |
| Leadership: Clarity of expectations & clear directions2. | | | | from a once a week company sponsored lunch to |
| Supportive Leadership: Making work more pleasant3. | | | | monthly breakfast sessions with the president to talk |
| Achievement-oriented Lead: Challenges goals, | | | | about current issues and new events.Recognition and |
| continuous improvement4. Participative Leadership: | | | | praise raises self-esteem. Positive feedback and |
| Involving employees in decision makingVroom-Jago | | | | ample communication allow employees gratification |
| Leader-Participation ModelThe Vroom-Jago | | | | and a newfound confidence in the organization. |
| Participation Model is designed to present a choice on | | | | Employees need to feel some sense of power. Most |
| the method used based on the nature of the issues | | | | employees derive satisfaction by having an influence |
| at hand. Vroom- Jago developed three alternative | | | | over something or someone. Leadership is an inborn |
| decision methods:1. Authority Decision: A decision | | | | trait to some degree in every human being, some |
| made by leadership & communicated to the | | | | more than others. Allow the employees the |
| employees2. Consultive Decision: A decision made by | | | | opportunity to demonstrate leadership in some form |
| the leader after receiving information input and advice | | | | or fashion. Create work teams, committees and |
| from employees3. Group decision: A decision made | | | | projects that motivate by presenting the opportunity |
| with full employee participationThe key to this style | | | | to make decisions and be a part of the overall |
| of leadership is the ability to recognize which decision | | | | process of meeting strategic objectives.Organizations |
| model fits each circumstance. Execution of each | | | | in the 21st century that dominate market share have |
| method becomes critical to avoid confusion.Just the | | | | characteristics that often create a large and incredibly |
| review of a few theories reminds us of the | | | | complex set of independent relationships between |
| complexity of leadership. It also makes it clear that | | | | highly diverse groups of people. They recognize the |
| being in a position of power, does not, in itself, make | | | | value of their employees. Organizations experiencing |
| one an effective leader. So what happens in the real | | | | problems with staffing and retention may find it isn't |
| world on a day-to-day basis with people in positions | | | | due to bad hires or a low unemployment rate. In |
| of power?People who attain positions of power, | | | | fact, such problems may be related to poor |
| whether it is C.E.O., Vice President of Sales, C.O.O., | | | | leadership insight by not recognizing employees as a |
| Sales Manager, Branch Manager or another position of | | | | core competency in the business strategy. Although |
| authority, reach these positions for a variety of | | | | employees may not fit the strictest definition of a |
| reasons. The reasons are not always a result of | | | | core competency, it is a fact that employees are the |
| competency and hard work; these positions are not | | | | ones responsible for creating many of the core |
| always earned. Alternative reasons for being | | | | competencies. It is an indisputable fact that failure to |
| promoted to positions of power | | | | recognize the importance of employee contributions |
| include:NepotismPoliticsBeing in the right place at the | | | | will ultimately lead to failure, regardless of your |
| right timePersonal relationshipsExtraordinary suck-up | | | | business strategy.#5. EmpowermentAllow the |
| behaviorBeing the tallest in the land of midgetsFailure | | | | employees to take risks and demonstrate |
| to recognize the "Peter's Principle" - Promoted | | | | initiative.Empowerment is a trait used by most |
| beyond the individual's ability to handle the new | | | | effective leaders. The rewards of empowering your |
| responsibilitiesSuccess is defined by the quality of | | | | employees are far greater than the risk. Give them |
| leadership at all levels in the organization. Acting like a | | | | some independence in choosing their work schedules |
| B.O.S.S. is not a demonstration of leadership.If a | | | | or other factors that won't affect overall objectives. |
| company is to survive in this century, meeting all the | | | | Empowering employees allows them to use their own |
| challenges of today's environment, leadership is critical. | | | | initiative and creativity to accomplish things you never |
| It is especially critical and quite clear that the | | | | imagined they could.Employees must take ownership |
| company must have one leader at the top that will | | | | in the success of the organization. This means they |
| take the responsibility and accept being held | | | | must become part of the strategy employed by the |
| accountable for the results. This includes the | | | | company. Acknowledge their presence and |
| development of a team that embraces the concept | | | | contributions, and praise them at every opportunity. |
| of effective leadership throughout the organization at | | | | But, be sincere. Jack Welch, former CEO of General |
| all levels. The issue, however, is in the term | | | | Electric, had a favorite method of sending personal |
| leadership. This person must be a leader, not a | | | | handwritten notes to employees who demonstrated |
| manager, not a CEO, not a president and not an | | | | some form of success. The employee issue cannot |
| owner. Oh, he can be called any of these things too, | | | | be emphasized enough.Winning organizations |
| but first and foremost he must be a leader that has | | | | continuously build leaders at every level in their |
| a vision and a passion to succeed.Employees want to | | | | organization. Leaders who actively attempt to |
| take pride in their leaders. They are eager to give | | | | mentor and build other leaders gain respect |
| their trust, but demonstrating the kind of leadership | | | | throughout the organization and transfer knowledge, |
| character that deserves that trust cannot be | | | | ideas, values and attitude about success. Effective |
| over-emphasized. Don't let your employees down. | | | | Leaders demonstrate these attributes:A sense of |
| Character is built around a true concern for the | | | | urgencyProject and articulate the visionCreate stretch |
| people within the organization. It is based on fairness | | | | goalsDevelop trust and a spirit of teamworkDevelop |
| and consistency. It is not based on the autocratic | | | | realistic expectations for successPromote an |
| authority of the B.O.S.S. syndrome.The effectiveness | | | | environment of success, trust and beliefHonesty-to |
| of a true leader is not measured in terms of the | | | | tell the truth-to do the right thing-no hidden |
| leadership he or she exercises. It is measured in the | | | | agendasIntegrity and respect-responsive-recognizing |
| leadership evoked. It is not measured in terms of | | | | employee value-empowermentPassion - |
| power over subordinates, but in terms of the power | | | | commitmentMotivate and inspireEffective leaders |
| released in subordinates. Leadership is not measured | | | | must have an edge. They must be courageous |
| in terms of goals and objectives, but it is measured in | | | | enough to take risk and have an unrelenting |
| terms of the accomplishment of others as a result of | | | | readiness to act. Popularity is not a requirement, but |
| that leadership. Leadership is not measured in the | | | | the ability to generate respect from the employees |
| decisions made, the costs cut or the plans made. It is | | | | is, without a doubt, one of the most critical |
| measured in terms of the growth in confidence, | | | | attributes. They must be relentless in their efforts, |
| sense of responsibility and acceptance of | | | | unconcerned about personal sacrifice of their time, |
| accountability by the employees that are a result of | | | | and willing to go beyond normal expectations. Tough |
| that leadership. The final test of a true leader is that | | | | decisions are commonplace; uncharted territories will |
| they leave behind in others the conviction, ability, | | | | be the norm. Honesty and impeccable character are |
| eagerness and will to carry on.There are five | | | | musts.Leadership is often described as the art of |
| principles that translate academic theory into real | | | | getting people to accomplish specific objectives. |
| world application in order to guarantee avoidance of | | | | However, organizations are complex social entities |
| the B.O.S.S. syndrome.#1. CommunicateLeadership | | | | with widely distributed responsibilities and assets. |
| without communication is like a gun without a bullet. | | | | Unilateral action toward specific objectives is seldom |
| It looks impressive but it can't do anything.Next to | | | | sufficient in itself to create the kind of success |
| people, communication is the most critical element to | | | | expected for a company seeking growth and |
| success, whether the company is in a growth mode | | | | increased market share. Leadership is key to |
| or facing challenges to maintain market share. Failure | | | | harmonizing diverse group interest into a |
| to communicate is like a virus that can lead to total | | | | focus-specific mode that supports the mechanics of |
| failure. Communication is essential to developing trust. | | | | execution. Those mechanics must include |
| Trust is necessary to get people to reach down | | | | empowerment. The focus is on the way managers |
| deep inside and give everything they have under the | | | | orchestrate activities and events and engage others |
| most difficult circumstances. Trust will allow people to | | | | in tasks, empowering them so that the desired |
| give their discretionary energy to meet | | | | results are realized. Action is key and is implicitly |
| objectives.The reason people follow any leader, | | | | equated to professional leadership. This skill is |
| especially in the business world, is due to trust. The | | | | subjective and often artistic. It varies with every |
| only way to develop trust is through communication - | | | | situation and every individual. Leadership skills can be |
| talking to people with respect to gain their respect. | | | | enhanced and fine-tuned but a basic ingredient of |
| Respect is a key ingredient in developing trust. Trust | | | | humanistic understanding must exist to create a |
| is gained when people think their employer cares | | | | platform for leadership development.Leaders get |
| about their welfare and recognizes the role each | | | | results. They make things happen. They continually |
| plays in creating a profit. People have to think that | | | | advance a clear agenda, get others to buy in and |
| the company not only cares about their problems, | | | | move the organization to accomplish specific |
| but that the company will make every effort to | | | | objectives. They are explicit, consistent, concise and |
| solve them.Leadership and communication are | | | | sincere. They generally have an abundance of |
| intertwined. Together, they help create solidarity. | | | | charisma although some leaders gain success with a |
| Solidarity implies a unity within a group that enables it | | | | quieter influence. Leaders take charge and are not |
| to manifest its strength and exert its influence. This is | | | | afraid of responsibility or risk. Most people want to |
| particularly true when a business is facing challenges | | | | follow them. A good leader develops openness, |
| from the competition, the external environment, | | | | honesty, clarity of purpose and a sincere caring for |
| changing market conditions, or economic pressures. | | | | the people they lead. They gain commitment and |
| Unity describes a oneness of diverse, individual parts | | | | trust by demonstrating respect for the individual. |
| making up the whole. It is an achievement that | | | | They have a keen sense of understanding. They |
| occurs only with appropriate and precise action and | | | | believe in their task, they understand the objectives, |
| leadership.Communication is the first spark in | | | | they communicate clearly and they honestly project |
| leadership. It will hold the company together. Nothing | | | | the understanding that they need the efforts of |
| else is so crucial to survival and solidarity. It is | | | | everyone to succeed.Effective Leaders just don't act |
| especially important that the message is consistent | | | | like a B.O.S.S. It's not in their nature. Don't be a |
| throughout the management team. No single factor | | | | B.O.S.S. Be a leader. If you would like a checklist on |
| plays a more precious role in building and preserving | | | | effective leadership, please email to request a |
| trust amongst the employees than communication. It | | | | copy.Dr. Eric "Rick" Johnson () is the founder of CEO |
| is a make or break issue.Miscommunication, rumors | | | | Strategist LLC. an experienced based firm specializing |
| and garbled messages cause conflict and distrust. | | | | in Distribution. CEO Strategist LLC. works in an |
| Don't settle for second-rate communication, it's too | | | | advisory capacity with distributor executives in board |
| critical to success. Avoiding informing all employees, | | | | representation, executive coaching, team coaching |
| specifically on matters that affect their lives, is like | | | | and education and training to make the changes |
| playing with fire. This kind of action breeds | | | | necessary to create or maintain competitive |
| resentment, distrust and paranoia.#2. Commitment | | | | advantage. You can contact them by calling |
| with PassionEmployee commitment will soar if the | | | | 352-750-0868, or visit for more information.Rick |
| entire executive staff demonstrates a passion for | | | | received an MBA from Keller Graduate School in |
| success. Excitement breeds excitement. Success | | | | Chicago, Illinois and a Bachelor's degree in Operations |
| breeds success. The more consuming the desire to | | | | Management from Capital University, Columbus Ohio. |
| succeed, the more leadership is demonstrated, and | | | | Rick recently completed his dissertation on Strategic |
| this draws support from the employees. The | | | | Leadership and received his Ph.D. He's also a published |
| President, as the leader of the executive staff, sets | | | | book author with four titles to his credit: "The Toolkit |
| the stage. Other managers throughout the | | | | for Improved Business Performance in Wholesale |
| organization must follow suit. If the company fails to | | | | Distribution," the NWFA & NAFCD "Roadmap", Lone |
| meet its objectives, chances are the leader did not | | | | Wolf-Lead Wolf-The Evolution of Sales" and a fiction |
| set the proper environment for success. The leader's | | | | novel about teenagers called "Shattered Innocence. |