Reference no: EM132827150

Management, Ch. 14: Power, Influence and Leadership: From Becoming a Manager to Becoming a Leader

Influencing performance

"I believe that the motivation start from management and is the manager's responsibility to create and environment that the employees feels engage with the job. A great leader is able to help inspire and motivate people by getting them to see beyond the immediacy of what they are doing to the bigger picture." Successful teams always have an effective leader (assuming that the manager is the leader). If the leader/manager "does not possess the proper traits", it can cause low morale among team, lack of productivity, conflict among management, etc. Unfortunately, in our careers we all come across this situation where we have managers who do not necessarily have the skills and knowledge to lead our teams, but advanced to their positions thanks to seniority, lack of other candidates, or their personality. However, we also get to work along side some great people who had obvious leadership potential but did not carry the proper rank that would allow them to lead others.

Class: In the business world how do we adapt to dealing with people in leadership positions that are obviously not leaders? How do I deal with managers who simply cannot lead?