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Debunking Management Myths

https://sloanreview.mit.edu/article/debunking-management-myths/

sloanreview.mit.edu

Debunking Management Myths
Henry Mintzberg questions some of the conventional wisdom about managerial work.advertisement Management, according to Henry Mintzberg, is often misunderstood. Mintzberg, the Cleghorn Professor of Management Studies at the Desautels Faculty of Management at McGill University, sees a number of ways the managerial role is often mischaracterized.

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The Value Of Management

The Value Of Management

Often seen as less important than leadership, management involves managing subordinates and linking between them and other agents, inside and outside the company.

The managerial role is often mischaracterized as primarily involving detached planning and strategizing, but many effective strategies emerge as managers deal with small actions day to day. Moreover, the nature of managerial work is action oriented and full of interruptions. 

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The Interdependency Between Leadership And Management

The Interdependency Between Leadership And Management

Leadership is often more valued than management, but leadership mostly decides and plans and it does so based on information brought by management. The system is dysfunctional if one of them is isolated.

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SIMILAR ARTICLES & IDEAS:

Servant leadership

Is a leadership philosophy that is built on the belief that the most effective leaders strive to serve others, rather than accrue power or take control. 

Servant leadership vs. other leadership styles

The authoritarian leadership style:

  • The authoritarian style of leadership requires leaders to have total decision-making power and absolute control over their subordinates. Servant leadership upends the top-down power structure.

Similar leadership styles:

  • Ethical leadership urges leaders to show respect for the values and dignity of their subordinates. Servant leadership's emphasis on taking responsibility for the needs and desires of others.
  • Participative leadership style requires leaders to involve subordinates in setting goals, building teams and solving problems but keep the final decision-making in their own hands. Servant leadership includes some of these elements.

Attributes of a servant leader

  • Listening. A servant leader seeks to identify the will of a group and helps to clarify that will.
  • Empathy. A servant leader assumes the good intentions of co-workers and does not reject them as people.
  • Healing. Understand part of their leadership responsibility is to help make whole employees whose sense of self is precarious.
  • Awareness.
  • Persuasion. Servant leaders rely on persuasion not positional authority or coercion, to convince others.
  • Conceptualization. Balancing between thinking big and managing everyday reality.
  • Foresight. The ability to understand the past and see the present clearly to predict how the future will unfold.
  • Stewardship. CEOs, staffs and trustees all have a responsibility to hold the institution "in trust" for the greater good of society.
  • Commitment to the growth of people. Feel a responsibility to nurture the growth of employees.
  • Building community. Find ways to build community in their institutions.

Steve Jobs did not fit the norm

Steve Jobs has always been considered an anomaly in management: his leadership style was something to admire or to criticize, but definitely not to replicate. 

He was navigat...

Apple’s approach to innovation

It puts people at the center. But it is definitely not user-driven: it does not listen to users, but makes proposals to them. Customers do not buy Apple's products because of utility or functionality.

Apple products are more meaningful to users. The products have great design - and identity. 

Managing by meaning

Is recognizing that people are human: they have rational, cultural, and emotional dimensions, and they appreciate the person who creates a meaning for them to embrace. For Jobs, design was not only beauty, but creating new meanings for users.

He also offered meaning to his employees - they worked hard on visionary projects, striving to meet targets and to satisfy their leader's maniacal attention to detail, because he infused them with a sense of mission: Apple had to leave a mark in the world of computing, improve people's lives, be bold and, of course, "think different."

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Servant leader traits

  • Isn’t concerned about acquiring or holding onto power.
  • Isn’t focused on maintaining a certain reputation above all else.
  • Isn’t obsessed with staying ahead of e...

How to become a Servant Leader

  1. Be a good listener. Try to determine what the desire of the group or individuals are. 
  2. Practice empathy. Empathy allows you to get past surface issues and to discover what is going on.
  3. Embrace concepts of healing. The servant leader recognizes the brokenness of people and looks for ways to make broken people well.
  4. Be aware of the obvious and the subtle, both in your own life and in other’s lives.
  5. Be persuasive. Use the power of persuasion to help people choose the right path as needed instead of demanding the path.
  6. Be able to conceptualize. Servant leaders are big-picture thinkers, thinking of what their team needs to do to accomplish everything, not just the one thing in front of them.
  7. Be a good steward. A steward is someone who holds onto something and keeps it in good condition for others who need it down the road.
  8. Love the community.

Servant Leadership Work

Studies have shown that servant leadership and the empowerment and teamwork that accompay it trickle down. Higher level managers who turn from selfish leadership to selfless leadership end up creating lower-level managers and other employees who then do the same.