LEADERSHIP STRATEGIES
LEADERSHIP
BIOGRAPHY
could reach the preliminary conclusion that these individuals might be categorised more as ‘bosses’ than leaders. This is not necessarily bad, but it is an organisational characteristic that should be taken into account. It might, for example, indicate a business model that is more focused on reacting to short-term situations than on any key elements relating to long-term strategy. The analysis can be carried out by canvassing team members to see who they believe cares the most about their wellbeing and development, who listens to them and who values their ideas and plans. These results should demonstrate who is influencing positively and who is a true leader, even if it is not the person who has been assigned that role. Armed with this information, organisations can improve their leadership performance and consolidate teams that share goals and achieve outstanding results. An alternative means of understanding how a team of workers is directed and led comes from a questionnaire developed by García del Junco and Brás Dos Santos in Leadership Skills . Using three blocks of variables – strategic, support mechanisms and long-term continuity – responses to this questionnaire revealed how people perceive the current state of play in their workplace. They also highlighted how organisations can make plans to advance towards their desired goals in each of the three blocks. Alignment trumps titles held Just because a person holds the position of boss and has the power conferred by that role, it does not necessarily mean that they will be able to preside over cohesive teams that are focused on the vision and objectives of an organisation. Nor can it be assumed that employees will share the company’s values, principles, philosophy and strategic plan. That’s why leaders must invest time in understanding the social dynamics of their company and its key players. This may not be easy to achieve but it is well worth the investment. Cultivating team cohesion breeds the kind of motivation and personal growth among its members that is crucial for innovation and an organisation’s sustainable development. As Aguirre Sánchez describes in Leading and Motivating Teams : “Not every leader is suitable for leading a team. The ideal leader must be chosen based on the goals and objectives pursued and the people involved.” It is not enough to hold the title of founder, director, manager or supervisor. Instead, leaders must align with a team’s goals, guiding them towards a common good that surpasses individual interests. To achieve objectives in this way underscores the importance of strategic leadership and this is something that can be developed with effort and discipline but, above all, via an ethical and humble approach.
Francisco Javier Vázquez Junior is MBA programme director and a professor at Iteso University Business School in Guadalajara, Mexico, where he is also head of AMBA accreditation. In addition, Vázquez is managing director and a co-founder of Testing Mexico, a company that has received numerous awards for its innovative work. He is also a member of various societies, such as the International Leadership Association and the Academy of Management. Vázquez holds a doctorate in values-driven leadership, a master’s in engineering for quality and an MBA, as well as a specialisation in competency-based education
team cohesion and fostering a psychologically safe environment that encourages people’s participation around shared objectives. Communication also helps organisations to formulate clear procedures, regulations and operating rules. In addition, it contributes to transparency, providing a means of sharing progress towards different goals and their corresponding achievements. In this sense, authority is generated to the extent that there is dialogue and not the other way around. Another tool that facilitates the implementation of authority is an organogram, which illustrates the structure of an organisation and furthers understanding of potential pathways for collaboration between its different components. An organogram can be complemented by job descriptions that provide clarity to the different roles that are required for an organisation to achieve its goals. Each of these must include job objectives that are known to all members of the organisation so that the value and logic of each role is acknowledged by all. The above tools can help leaders implement genuine authority in a company, while simultaneously serving the higher purpose of enabling people to flourish and achieve a shared vision. Identifying bosses and leaders There are a number of different steps you can carry out to identify leaders in each area of an organisation. First, you must identify the company’s vision and strategic goals, as well as the roles that have staff under their charge. The next step is to analyse the relevant job descriptions to understand different roles’ objectives and their responsibilities as administrators, managers, directors, coordinators and supervisors. This will offer an insight into the amount of authority commanded by each role and the level of transformational leadership that followers might identify in their managers, directors or supervisors. If the information from this diagnosis indicates that some people do not have a transformational leadership style, you
Ambition | JULY/AUGUST 2024 | 33
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