Read the article below and answer the questions that follow:1. What is meant by the concept "following part of leading"? How can managers embody this concept?2. Will the outlined behaviors contribute positive effects to a business or organization? What do you think so?3. Which personality do you believe exemplifies the "following part of leading"? Explain your own choice. The Following Part of Leadingn their book The Wisdom of Teams (1993) Jon Katzenbach and Douglas Smith introduced theconcept of the "following part of leading". They explained that leaders could better expresstheir leadership by going beyond relying on power and authority as the basis of their influenceover their subordinates. Based on this perspective, they described several key behaviors thatmust be embodied by leaders.Asking questions instead of giving answers. By asking such questions as"What do you think we should do?" or "How do you suggest we proceed?" a leadertakes a step behind another person. The leader, however, still decides whether he orshe will follow the given suggestions.Providing opportunities for others to lead you. The leader gives the membersof the group opportunities to lead. This action promotes growth and encouragesinnovation within the organization. The leader, however, remains the authority withinthe group that guides and manages the activities of its members.Doing real work in support of others. Showing a willingness to work alongsidesubordinates and contribute actual efforts to achieve objectives can enable a managerto earn appreciation from workers. In addition, the manager projects the image of adependable team player.Being a matchmaker instead of a "central switch". The manager looksto establish collaborative relationships among workers, enabling them to workindependently but in coordination with each other. The manager removes himself orherself as the center of authority and the sole source of information, motivating workersto be more self-reliant and exercise initiative.Seeking common understanding instead of consensus. Consensus is oftenviewed in a negative light, as it connotes a compromise of ideals among participantsand following an imposed decision. Rather, leaders must strive to establish commonunderstanding among members of the organization, which is characterized by agenuine concern for the common good and the welfare of the organization and itsmembers. Establishing common understanding requires that all members understandall sides to any disagreement. This enables the organization to clearly identify a courseof action that is satisfactory for all and in line with the shared purposes and goals of thegroup.

Leaders act as an inspiration and encouragement to others. Leadership is a complex field. However,…

What is meant by the concept "following part of leading"? How can managers embody this concept? 2. Will the outlined behaviors contribute positive effects to a business or organization? What do you think so? 3. Which personality do you believe exemplifies the "following part of leading"? Explain your own choice.

What is meant by the concept "following part of leading"? How can managers embody this concept? 2. Will the outlined behaviors contribute positive effects to a business or organization? What do you think so? 3. Which personality do you believe exemplifies the "following part of leading"? Explain your own choice.

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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Read the article below and answer the questions that follow:

1. What is meant by the concept "following part of leading"? How can managers embody this concept?
2. Will the outlined behaviors contribute positive effects to a business or organization? What do you think so?
3. Which personality do you believe exemplifies the "following part of leading"? Explain your own choice.

The Following Part of Leading
n their book The Wisdom of Teams (1993) Jon Katzenbach and Douglas Smith introduced the
concept of the "following part of leading". They explained that leaders could better express
their leadership by going beyond relying on power and authority as the basis of their influence
over their subordinates. Based on this perspective, they described several key behaviors that
must be embodied by leaders.
Asking questions instead of giving answers. By asking such questions as
"What do you think we should do?" or "How do you suggest we proceed?" a leader
takes a step behind another person. The leader, however, still decides whether he or
she will follow the given suggestions.
Providing opportunities for others to lead you. The leader gives the members
of the group opportunities to lead. This action promotes growth and encourages
innovation within the organization. The leader, however, remains the authority within
the group that guides and manages the activities of its members.
Doing real work in support of others. Showing a willingness to work alongside
subordinates and contribute actual efforts to achieve objectives can enable a manager
to earn appreciation from workers. In addition, the manager projects the image of a
dependable team player.
Being a matchmaker instead of a "central switch". The manager looks
to establish collaborative relationships among workers, enabling them to work
independently but in coordination with each other. The manager removes himself or
herself as the center of authority and the sole source of information, motivating workers
to be more self-reliant and exercise initiative.
Seeking common understanding instead of consensus. Consensus is often
viewed in a negative light, as it connotes a compromise of ideals among participants
and following an imposed decision. Rather, leaders must strive to establish common
understanding among members of the organization, which is characterized by a
genuine concern for the common good and the welfare of the organization and its
members. Establishing common understanding requires that all members understand
all sides to any disagreement. This enables the organization to clearly identify a course
of action that is satisfactory for all and in line with the shared purposes and goals of the
group.

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