Most recent authors speak of leadership emphasizing the leader. The attitudes and behaviors of famous directors are studied to support these theories. In these investigations, many to resemble the heroes of movies.
Now, I understand that leadership is a set of characteristics of relationships that link an individual to the group working under his direction. A person responsible for the achievement of certain results in collaboration with others is exercising leadership at all times.
It is difficult to sustain the classical ideas of leadership without accepting surreptitiously that the leader is someone who leads a passive herd of sheep that just differ in varying degrees of "deafness".
But the truth is that followers adhere to actively control the pace. And contribute their consent. In this game of complicity multiple interactions between all members of the group is constructed.
The four skills of the leader, according to Warren Bennis
Under the requirements of the modern corporation, Warren Bennis suggests four leadership competencies:
Acknowledge: The first competition is to understand and practice the power of recognition. Leaders are those who perceive the results, actions and deeds. Are those who recognize their authors and highlighted.
Keep the focus: Leaders must also be able to keep the group's attention on what is really important.
Maintaining trust: Leaders must build trust with coworkers, understood as something that only develops reciprocity, something essentially interactive.
Create an alliance: The fourth competition, which can be understood as a corollary of the above is to create an alliance with partners. The leader and his followers are close allies.
This synthesis of the ideas of Bennis reinforces our thinking about leadership, not something from the top down but something closely related to reciprocity and interaction.
Leadership and multilateralism
If we consider the second responsibility of a leader is to remind the group what is important, we understand that a key role is to draw attention not only in relations between him and the team members (bilateralism) but also relationships in which the leader and group (multilateralism) are inserted.
Indeed, one of the prerequisites for the exercise of leadership is to be aware of multilateralism. A leader can not ignore its links with others in the organization or the world where all are inserted.
And yet, there are still many managers who do not understand multilateralism, managers who believe that the world ends on your computer or your department.
Of course, these same people are indignant and try to dismiss these claims. Everyone will say that working in complex organizations in a globalized world.
So why do so many managers behave with arrogance? Why turn to their computers as if they were in a fortified city of the Middle Ages? How do you explain that to continue driving his area like a feud?
In modern organizations, there is still a climate of appropriate prudence and hypocrisies used.
Leadership and connectivity
Leadership in public or private organizations requires connectivity, as a mixture of competence and skill.
A leader is someone who brings people from his group and him with other groups. He is someone who connects to their rank with other levels. And basically, is someone that guides your group about the challenges that must be overcome.
The leader sized media and the ways in which he and his team achieve their goals and make their contribution to firm performance.
The interactive relationship with each of the partners, the true leader ensures the vitality of organic life called "organization".
The leader (and not the boss or manager) is the one who can do what he proposes Drucker: "First, ask what is right, then what is possible - and in this order." This adds an ethical dimension. First the right thing.After feasible.
Around us there are thousands of leaders, managers and directors. But there are many leaders without leadership. Meanwhile, companies continue to invest. Managers are "giving the soul", ensuring that everything runs as best as possible.
What do they lack? A systemic view suggests that what has been lost is connectivity.
Author: Heitor Chagas
Petrobras Consultant - Comperj. Member of the Brazilian Academy of Science da Administração. Author of "Jogo da Malha Human Resources and conectividade"
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