Leading by Example, Part 1

by Yvonne LaRose

September 15, 2002 —

What's your style of leadership? You probably haven't given that issue a
lot of thought at all. It's just something you do; such an integral part
of who you are that how you lead that it's like riding a bicycle. Yet it
is a very significant part of managing your IT pros.

There is no one style of leading and there is no one correct style that
should be used at all times. In fact, Institute for Management
Excellence (http://www.itstime.com/oct96.htm) lists 14 different styles.
Even that list isn't comprehensive; new theories of leadership crop up
as time passes.

One style that isn't listed but has been part of management training for
years is Leadership by Example. Perhaps its absence from that list is
intentional. It's certainly confirmation of the fact that one's style
becomes intuitive. People take their cues regarding how things should be
done and how they should conduct themselves in certain places based on
how the leader does things. This includes mode of dress, manner of
speaking to people, punctuality, attention to detail, focus, vision,
creativity, inclusiveness, team building, and many other aspects that
involve effective leadership and corporate culture or atmosphere.

Favorite Characteristics
I recently asked an IT pro what one aspect about their supervisor they
liked. The discussion was interesting. With some hesitation, the person
spoke of gratitude for autonomy. The supervisor does not need to be
involved in everything each person is doing all of the time. I think the
person said something in reference to not breathing down the neck.

Autonomy to do the work and ask questions as the need for coaching or
additional feedback is required is very important. It allows the person
to focus on what they're doing. It instills in them the right to be
creative in solving problems. It says the manager does not need to be in
control of even the micro aspects of the job and is secure in the
knowledge that a competent team is working for them.

The present supervisor was also credited for being good at putting out
fires. This person is focused enough to be resourceful in the face of an
emergency and knows what to deploy to handle the issue in the best way.
This is reassuring to the team because they know they have a leader they
can rely on for guidance on which resources to use, at what time without
becoming agitated or confused. The supervisor is the safety net when the
bottom seems to be falling out. Because he doesn't get flustered and
agitated, his team knows they can be cool and under control under all
circumstances.

Having given an assessment of the present supervisor, the IT pro
considered the relationship with their previous supervisor and noted
some interesting differences. The previous supervisor had excellent
people and team building skills. Of paramount value to this particular
pro was the fact that the supervisor shared knowledge with the rest of
the team. And most particularly, the supervisor constantly provided an
overall view of the goal of all of the projects. There was a sense of
"why" and how it all fit together so that every person had a better
sense of the importance of what they were doing. It was good having a
sense of not only the project but also the "big picture" so that it all
made sense. All the parts had a reason and how they fit together was
clear. This pro noted how the atmosphere was good while the previous
supervisor was there.

The Other Side of the Picture
The pro took a moment to reflect and then discussed more about how the
two styles affect the work of the department and the team. We'll
consider that next time.

ITworld