Over the years numerous pundits in the field of leadership development and management have written books on the various facets of management. Most discuss the intricacies of human power productivity, performance and execution. Many such intellectual writers synthesize the whole scope of human relationship concepts that ultimately lead people and the organizations they represent with a certain level of empowerment; therefore allowing one to be all that they can be. The dynamics of human relations in the field of management; particularly organizational development and management are in my view the central component of determining the appropriate systemic approaches to organizational enrichment.
When organizational leaders fail to inquire and fail to listen to the sound of the organizations “drum beat”, then, leaders will have the tendency to retreat rather than to engage others in the organization. Many managers who lead enjoy the challenges of exploring the variables of successful achievements. However, when matters are evolving and there is no time for sensitive interactive dialogues then issues will become the concept of the past and managers therefore become controlling. The minute the leader is compelled to become “controlling” in order to lead or manage effectively; she/he has lost the power of influence.
A controlling manager in my view is nothing more than an autocratic manager; who is embarking on managing from a dictatorial position. When leaders and/or manager are bound to lead and manage from a position of micromanaging without any back and forth discussions then those being managed and/or led will succumb to the virtues of an oppressive management practice. People will feel alienated, unappreciated and unvalued. Typically, what happens next is an organization that is faced with morale issues and attrition of work attendance will be rampant.
Now let’s review the concept of controlling versus leadership. Leadership entails coaching, teaching, guiding and empowering people to perform at the highest level possible. Controlling entails having a system in place that could be referenced for the purpose of accountability measures or taking control during a crises situation. However there are professions and situation where it will require the options for maintaining certain controls; such as the: pharmaceutical industry, law enforcement, military, etc. Such industries that necessitate the controlling functions of leading are usually for the common good of the organization and lack of control accountability systems could be a sign of a deficient organization.
If controls are required in the implementation of executing a proposed plan of action on a particular project no matter the size; then discussion are a must in order to seek collegial input from all stakeholder of a particular task. Yes, people need to be held accountable for their pay checks and certain systemic controls are required for certain important elements in management but they need to be communicated to the people that are being led and/or managed.
The fundamental grievance most people have when working along with their daily task is not being well informed what is expected of them. Nothing is more frustrating for people than to give an honest day’s work; expecting to feel valued and appreciated and finding out that what they had performed was not the task they thought was the assigned task.
People want to feel like they are contributing significantly to the common cause of the organization’s; in its effort toward reaching their goals. Quite frankly there is a real fine line between leadership and controlling; as controlling could also just be perceived as delegating a task from a supervisor to a subordinate.
The central issues to keep in mind when assessing the distinctions between leadership and controlling behavior modes; are the tasks at hand. One has to review whether the tasks at hand are systems related with regards to accountability and responsibility issues or are they off the cuff orders of a directive with little substance other than being abusive resulting from ego, superciliousness and arrogance.
If you would like more from Dr. Richard C. Baiz, D.B.A. on Personal and Leadership Development and his Leadership Institute click on the the link provided: www.leadershipinstituteofsuccess.comDr. Baiz is a Doctorate in Business Administration. He is a College and Corporate Personal and Leadership Development Instructor and Coach.
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