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