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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:
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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.
Micro leadership:
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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.
If the follower loses commitment because they do not have the aptitude,
then they may be better off pursuing opportunities elsewhere.
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For more information...
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About Nigel A.L Brooks...
www.nigelalbrooks.com
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