I've decided that I am more of a manager than a leader after reading this chapter.
One of the parts that resonated with me was the position power idea. If I can't reward my people for doing a good job, or give them a reward that is acceptable, you can lead all you want and not get anywhere. After a while, it's a case of 'Meh, who cares. I'm not getting anything for my hard work'. Hard to overcome that. And I don't blame them. I feel the same way.
I agree with the contingency theory. I don't think that most people can change their management style, and it's important to get the manager into a position that best suits his/her style. And that would be a job for the next level manager to do.
Happy Thanksgiving everyone!
One of the parts that resonated with me was the position power idea. If I can't reward my people for doing a good job, or give them a reward that is acceptable, you can lead all you want and not get anywhere. After a while, it's a case of 'Meh, who cares. I'm not getting anything for my hard work'. Hard to overcome that. And I don't blame them. I feel the same way.
I agree with the contingency theory. I don't think that most people can change their management style, and it's important to get the manager into a position that best suits his/her style. And that would be a job for the next level manager to do.
Happy Thanksgiving everyone!
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