Please post # and name next to each reply
In the article of the 10 lessons parts 1 through 4 are compared to transformational leadership theory, and a bit of leader–member exchange theory. Transformational Leadership is about new leadership and getting rid of your multiple top members of your leadership can be a bad idea. Not only can this affect the future leaders, but also many of the employees. I was in a unit and they fired our Commander (CC) and our Director of Operations (DO), our unit was in a very low standard until we received our new CC and DO. Losing them at the same time was hard on them, because they had to gain our trust quickly and some of the advice they got wasn’t from the best of other employees. Replacing one at a time is better for many reason, but mainly for continuity and to give the employees time to adjust and adapt to their new leader. The leader–member exchange theory is shown in 1 through 4 because when you have a great relationship with your previous boss, it can carry over with what they say about you. In the military when the new leaders come in to the unit the higher-ranking members normally go over the members of the unit and give an insight on the member. This is usually a good thing and also sometimes can be a bad thing based on the relationship that you made with the leadership.
In 5 the Great man theory is present based on getting the right man for the job. This theory is part of the trait approach, so giving a person a job that he excels at is better than a person who doesn’t have the right qualities for the position. I am not a very good writer and organizer, so being an assistant or secretary is not a good job for me. My wife would be great because she is very organized and can write very well, she would be the better fit if we both went for a position.
For 6 through 10 the leader–member exchange theory could be close to these. Your relationship with your people will open you up to want to know more about the culture and make it right within your area. With 7-9 the trust that you get is giving each member a special relationship with them. This is built on trust and communication with these members. Telling the truth is pivotal to the relationship with the unit or company that you lead. I was in a meeting and a fellow Airman told me that his Commander failed his physical fitness test, and he got up and told his unit that he failed them and couldn’t not continue to be in command until he was fit. My friend had great respect for him because I am sure that was very hard to do. When you are in a leadership position keeping communication limited is key. How many times have you heard people in leadership positions spreading gossip? I have and that makes me stay away from them and not want to tell them. 10 is difficult because sometimes you may not know your leadership is changing. Being myself in a leadership position, I also use my relationships to train others to do my job in case of an absents. Like right now, Nov 30 my son was born and now I am off for 10 days, I trust my 2 guys under me to take charge and work with the same mentality I would do. With that trust, I believe there wouldn’t be any big problems they can’t handle.
I agree with these 10 lessons that are shown in the article, this shows how rapid decisions can really affect a lot of things, and in corporations or companies that means money is at stake. So, this soccer team had a lot of issues after and took some time to get back on track.
In my work center right now, I don’t think I would have to change anything because we just moved, and we did a lot of what I wrote about right off the get go, we have great communication and trust. Now, in my previous unit from 4 weeks ago they had issues. The leader–member exchange theory would need to be overhauled, the communication and trust was nonexistent in my unit. I kept a lot of things out when I would have to speak because I would hear about it through the chain and this was a lot of private matters. I stressed that to my new unit and we seem to be keeping the gossip to a need to know. applying this to the old unit, I would just have to be upfront and be bold, tell them that what they are doing is wrong and needs to be corrected. if they didn’t like it then I would go higher and try to see if some higher form of command could fix the issue.
The 10 Leadership Lessons article centered on a few different theories. In part 5 “Appoint someone big enough for the job”, the author spoke on how Moyers body language came off as though he was not sure if he could get the job done. This was the behavior theory. In the late 1930s, leadership research began to focus on behavior—what leaders do and how they act (Northouse, 2018).
I feel the path–goal theory was suggested in part 6 “Get the cultural fit right” when the author mentioned how Moyer gave a motivational pep talk, or at lease I would call it that, about what he going to continue doing and that got excited people. Part 10 “Have a credible new plan” matched the leader–member exchange (LMX) theory because Ryan Giggs was an unmistakable choice that was valued and respected by each outlet.
The author suggested the transformational leadership theory in part 1 “Don’t change the two most important people in the organisation at the same time” and part 4 “Keep the most important support staff intact when the top jobs change”. I do feel that when management changes in any organization, there is a trickle down effect and everyone has to adjust in one form or another.
If I could apply one of these lessons to a previous workplace, I would choose part 3 “Groom successors from within when you have a winning team”. Looking to promote within would raise moral and show that hard work pays off. There should be no reason my pass workplace hired an outside source when they had promenade and goal driven talents within the organization already. It was kind of a slap in the face to those who invested years growing and building the company brand.
I do agree with a lot of the points this article made because it demonstrates how a monstrous change without a proper plan can cause an empire to backtrack and fall from greatness.
Northouse, P. G. (2018). Introduction to leadership: Concepts and practice (4th ed.). Retrieved from https://content.ashford.edu/