PUT YOUR EMPLOYEE FIRST
Vineet Nayer point out in his interview with HBS that
employee should be view as the real value, because they create value in
organization. Build an envelop of trust. Build transformation on subordinate to build
change in them. Burns (1978, P.20)
described transforming leadership as a process in which “leaders and followers”
raise one another to higher levels of morality and motivation.” These leaders seek to raise the consciousness
of followers by appealing to ideals and moral values such as liberty, justice,
equity, peace, and humanitarianism, not to baser emotions such as fear,
jealousy, or hatred.
Servant leader must attend to the needs of followers
and help them become healthier, wiser, and more willing to accept their responsibilities. Servant leader must listen to followers,
learn about their needs and aspiration, and be willing to share in their pain
and frustration. Servant leader must
empower followers instead of using power to dominate them.
Vineet point out that, “Transparency create trust in
employee”. Trust is being completely
honest and open, keeping actions consistent with values, and showing trust in
followers. Leader’s integrity and
concern for subordinate is likely to increase their trust, loyalty, and satisfaction
with the leader. A favorable
relationship and increased referent power to the leader make it easier to
influence subordinates to carry out requests Yukl, (2013. p.337).
Vineet said that, employee should be encouraged so
that when they come to work they will work.
The influence of authentic leader with some followers
is enhanced by their confidence, clarity of value, and integrity. It is easier for follower to be influenced by
a leader who is perceived to be credible, focused, and confident. Followers of authentic leaders have identification
that is more personal with the leader and more social identification with the
team or organizational unit Yukl, (2013, P.340). Leaders of today should be in front, why
tomorrow leader be behind them, building them to make change by Vineet.
Follower perception of leader authenticity may be
jointly influenced credible, on the extent to which the expressed values and
emotions are consistent with follower perception of the situation, and on
follower ability to accurately perceive when a leader is expressing genuine
emotions and value Yukl, (2013, P.340). Leader
should belief they do not have all answers, opening to accountability, evaluate
to see transformation. Traditional
leader should make change. Organization has
to design when to transform, by Vineet.
Leaders can reinforce ethical behavior by including it
in the criteria used to evaluate and reward follower performance. A leader’s own actions provide an example of
ethical behavior to be imitated by people who admire and identify with the
leader. Leaders can facilitate problem
solving by helping people getting information, by identifying points of
agreement and disagreement, and encouraging people to find integrative
solutions to conflicts. Some ways a top
executive can influence the ethical climate in an organization include talking
about the importance of positive values, setting an example of ethical
behavior, making decisions that show integrity is as important as profits, and
enforcing discipline for ethics violations Yukl, (2013, P. 343-344).
Reference:
Burns, J. M. (1978).
Leadership. New York: Harper and Row.
Vineet Nayer
Gary Yukl, (2013).
Leadership in Organization
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