1. Rethinking managership, leadership, followership, and partnership
- Author
-
Roger J. Plachy and Timothy L. Smunt
- Subjects
Marketing ,Balance (metaphysics) ,Harmony (color) ,business.industry ,05 social sciences ,Resistance (psychoanalysis) ,Public relations ,Work (electrical) ,General partnership ,Political science ,Cultural diversity ,0502 economics and business ,Followership ,Forward looking ,050211 marketing ,Business and International Management ,business ,050203 business & management - Abstract
Organizations underperform, or fail, when members do not partner with managers (through subtle resistance, disagreement, protest, or walk-out) to achieve common purpose. A manager boosts partnering not with a pretense of leadership but with a nuanced balance of managerial authority and understanding of members’ point of view. The main objective of this article is to sharpen attention on the concept of partnership with organization members and how it relates to some of the important previous literature. We also provide our perspectives on how some of the previous work attributes to misconceptions related to these concepts. Our raison d'etre is forward looking: the dangerous societal and cultural differences clearly evident in the world, differences that surround management’s decisions that may induce an overuse of authority to quash disquiet. Using our experiences in both industry and academia, we argue that the activating link between managers and members is leadership, not “leadership” thought of as directional and inspirational, but leadership as building a relationship toward common purpose through partnership. “Lead” and “leader” are sorely misused, and worse, substituting “leader” for “manager” is just plain wrong. We believe that a leader is not a leader until followers agree to follow, not when the manager steps forward energetically with direction. Managers are cheated by mistaken definitions. Reviewing past perspectives about what makes “good” leaders and managers, we rethink ways to enhance organizational harmony particularly through a clearer understanding of managership, leadership, followership, and partnership. We discuss how managers and members thinking and acting as partners in “common purpose” is the core of success in organization endeavors.
- Published
- 2022