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TWO LEVELS OF LEADERSHIP

- “BIG PICTURE” AND “TASK”

NIGEL A.L. BROOKS

THE BUSINESS LEADERSHIP DEVELOPMENT CORPORATION

Article reprint
TWO LEVELS OF LEADERSHIP - "BIG PICTURE" AND "TASK"

Leaders set direction that others follow at two levels: "big picture" - the
macro level, and "task" - the micro level. At the macro level, they enact
transformational change in either the external or internal environment of
the enterprise, or both. At the micro level, they build relationships with
followers for accomplishing specific tasks. Through both roles, the
potential exists for new leaders to emerge.

The leadership role is performed at two related levels: macro and micro.
The macro role can influence many individuals and is about what the
enterprise can become. The leader starts with a vision of the future
environment in which the enterprise will operate, or how it will be
internally - the "big picture." The micro role is more directive and
supportive, and is about accomplishing tasks through followers within the
context of the big picture. The micro role is relationship-based. Whether
at the macro or micro level, it is important that leaders convey clear
statements of direction so that followers know what to expect and what is
expected.

Macro leadership:

The macro leadership level is transformational - influencing results from


followers, as either individuals or in teams, by changing their aspirations,
wants and needs, objectives and goals. It affirms shared values, mission,
vision, and learning.

Visions have external and internal components. The external component is


what a community (local-to-global) can become as a consequence of the
enterprise's activities, and the products and/or services that it offers. The
internal component describes what the enterprise itself can become to its
employee, customer, supplier, and investor constituencies. "Being the best
place to work," "being the easiest company to do business with," and
"excellence through common purpose" are representative internal visions.

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If transformational leaders are successful, then the change is noticeable to
constituents-at-large. Transformational change should be significant, if
not dramatic, as the enterprise positions itself within communities and
builds relationships with constituencies. However, it is not just the
environment that changes. Both the leader and the followers change in
themselves as a consequence of the transformational experience. Once the
objectives and goals are achieved, followers are better equipped to enact
change in the future. The leader can move on to new opportunities,
delegating the leadership role to a follower going forward, and enabling
others to assume equivalent roles elsewhere.

The macro leadership role is strategic in nature because it affects the


position and posture of the enterprise as a whole, and influences groups of
its constituents. However, the leader must perform in the micro leadership
role also, even as a leader of leaders, because transformational change can
only be achieved through task accomplishment.

Micro leadership:

The micro leadership level is transactional: an event or situation that


involves a leader and a follower. The leader builds a relationship with the
follower to accomplish specific tasks. The follower can be a member of a
team or an individual contributor.

Transactional leaders are either power-centric or empowering. Power-


centric leaders use a command and control oriented approach, where
results are delivered to order with rewards, or else punishments are
inflicted. Although this approach may accomplish objectives and goals, it
does not develop new leaders effectively. "Micro managers" tend to over
control, resist delegating, and are critical of mistakes made by others.

By contrast, empowering leaders develop successors through a process of


migrating from a directive to a supportive style based upon the
commitment and competencies of followers, and their confidence.

The relationship starts in a similar fashion to a power-centric approach,


whereby the leader is directive. In this capacity, the leader is command
and control oriented, setting objectives and goals, and delivering
instructions as to how the task should be performed.

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Although they may be committed, the follower may have doubts about
their competencies, which can affect their confidence. If their doubts
continue, their commitment may be impacted negatively. It is the
responsibility of the leader to access the commitment, competencies, and
consequently the confidence of the follower, and adjust the relationship
accordingly. If the follower is less competent or confident, then the leader
remains directive; if the follower is more competent and confident, the
leader becomes supportive. As such, the follower gains more control of
the relationship. As the follower learns from their experiences, their
competencies grow, and hence their confidence grows, and thus their
commitment is restored positively.

Eventually the follower gains sufficient experience to where the


responsibility is fully delegated with confidence from the leader. Thus,
the follower sets their objectives and goals, and is accountable to the
leader for their performance.

If the follower loses commitment because they do not have the aptitude,
then they may be better off pursuing opportunities elsewhere.

Micro leadership is tactical in nature because it addresses the behavior of a


follower and their tasks. However, as the follower develops experience,
they are equipped to assume more responsibility.

***

An enterprise cannot grow and continue to move forward unless it


develops future leaders.

Macro and micro leadership are enterpriship (entrepreneurship, leadership,


and management) competencies.

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For more information...

For information about audiobooks, books, earticles, ebooks, and eseminars


offered by The Business Leadership Development Corporation visit
www.etailia.com

For more information about the discipline of enterpriship visit


www.enterpriship.com

For more information about understanding personal styles visit


www.understandingpersonalstyles.com/demo

To assess your individual competencies in thirty minutes or less, claim


your opportunity for instant access when you go to
www.individualcompetencies.com

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About Nigel A.L Brooks...

Nigel A.L Brooks is a management consultant to entrepreneurs, business


enterprise owners, executives, and managers, and the enterprises they
serve. He specializes in developing the entrepreneurial, leadership, and
managerial competencies that build sustainable advantage from vision to
value. He is an author and a frequent speaker.

He obtained his professional experience as a partner at Andersen


Consulting (now Accenture, Ltd.), as a vice president at Booz Allen
Hamilton, Inc. (now Booz and Company), as a senior vice president at the
American Express Company, as president of Javazona Cafes, Inc., and as
president of The Business Leadership Development Corporation. He has
been a contributing editor for the Bank Administration Institute magazine,
and has served on boards of entrepreneurial networks. He was educated at
the University of Exeter, Devon, United Kingdom.

His clients are in the financial services, food services, high-tech,


manufacturing and distribution, pharmaceuticals, oil and gas, professional
services, retail and wholesale, transportation, and government industries.

He has experience in North and Latin America, Europe and Asia-Pacific.

www.nigelalbrooks.com

About The Business Leadership Development Corporation (BLD)...

The Business Leadership Development Corporation is a professional


services firm that works with entrepreneurs, lifestyle business enterprise
owners, executives, and managers, and the enterprises they serve.

BLD develops entrepreneurial, leadership, and managerial competencies


that achieve performance excellence by building sustainable advantage
from vision to value through:

 Strategic Management Consulting


 Executive Coaching and Mentoring
 Professional Training via The Center For Business Leadership
Development (CBLD)
 Motivational Speaking

www.bldsolutions.com

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THE BUSINESS LEADERSHIP DEVELOPMENT CORPORATION
13835 NORTH TATUM BOULEVARD 9-102
PHOENIX, ARIZONA 85032 USA
www.bldsolutions.com
(602) 291-4595

© Copyright 2008-10: The Business Leadership Development Corporation


All rights reserved

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