Hack:
No window dressing leadership: hand the power over Mr Manager

By Mabel Msopero

December 15, 2011 at 1:13am

power

distributed leadership

Management

Moonshots

Increase trust, reduce fear

De-politicize decision-making

Redefine the work of leadership

Summary

“A leader is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.” Nelson Mandela Long Walk to freedom. Miller Huggins says, “A manager has his cards dealt to him and he must play them.” Advocating for a modification of the distributed leadership model, redistribute power to authenticate leadership

Distributed leadership requires that the leader steps back and “takes responsibility for allowing others to achieve shared purpose in the face of uncertainty”, Marshall Ganz speaking about preparing for the Obama campaign. However, for leaders in public organisation it is not possible to let go completely. Managers in these organisations have pre-set regulations which they cannot deviate from. The result is that distributed leadership, though mooted for public institutions like schools does not work as effectively as it is made to appear. The manager/principal still has to keep a control on the direction any innovation may take as he is bound by regulation to meet set requirements. A lot of literature has been put forward about how successful distributed leadership helps in goal achievement in schools. I prefer to call this guided limited distributed leadership (GLDL). This is not to say innovative and creative individuals should be stifled. Their creativity however, will have to be monitored to ensure that they are within required limits. This monitoring is what makes the whole process guided and limited. Authenticated distributed leadership can only occur if there is shared responsibility and power redistribution. Without total cooperation counterproductive conflicts will ensue while negative politics escalates and a lot of ill-will would surface followed by a general mistrust of each other and fall in staff morale.

Problem

Distributed leadership is in vogue. It has been in vogue for more than two thousand years but is still in its infancy. John MacBeth in Leithwood et al (2009) says, “The earliest written record of distributed leadership is the counsel to Moses- This is too heavy for thou cannot bear it alone” Exodus 18:17-18 of the Bible’s old testament. In 2003 DL was still “in embryonic stage” Lashway, (2003) There is a major developmental problem here. Like a child who is not developing, DL needs immediate intensively radical attention. The problem is: no one is ready to say what needs to be distributed, by whom and for what purpose. Leaders like managers aim at influencing either people or a situation. Influence is a result of power. If power is not re-distributed then DL is just “a catchall for any attempt to share leadership or delegate leadership to others” Spillane& Diamond (2007). Who has the courage to redistribute the power? The managers are not ready to relinquish power because they fear that they will lose their jobs if the distributed leadership allows for autonomous leaders resulting in their subsequent loss of direct control over the distributed activities. The aspiring leaders do not have the courage to ask for more power as they are already in the position of leadership because of the manager’s benevolence. Who wants to bite the hand that feeds them?

Solution

Make clear distinction between leadership and management. Management should be focused on the quality of performance and leaders on the progress and direction the performance is taking. Managers not to interfere with the work of leaders.
There is not one leader, “The most egregious error is to search for the super leader” Michael Fullan (2002). Leadership should be fluid—skill dependent not regulation dependent. Management can be static. Ideally management should be merged into leadership roles and organisations should run under the direction of a board of leaders. Managers cannot and should not exist outside of the team. Managers should also have a turn at leadership just like everybody else in the team.
Clearly outline the organisation’s goals and assign roles to each stage towards the goals
Clearly state the organisation’s definition of power and how it can and should be used. Power to influence and not to control.
Acknowledge and celebrate individuals’ areas of expertise.
Retrain- encourages flexibility in performance by training staff for more than just one role. Encourage the managers to retrain for other roles in the organisation to avoid duplication of roles.
Managers should be brave and step back. A need for total eradication of the manager position is urgent.

Practical Impact

Everyone is clear as to what their roles in the organisation are. This should foster trust and confidence that no role or position is threatened. Clarity of roles also helps enhance collegiality.
Clearly assigned roles provide direction and purpose in performance as well as improve communication between workers. Workers will also feel empowered because they know what is expected of them hence can work autonomously.
Allows for open communication between leaders and manager.
Decision making ceases to be the domain of the manager as everyone who is an expert in some part of the organisation would be able to make a contribution. The result would be a total buy-in to the running of the organisation.
Benefit from collective intelligence and expertise. Quality and quantity of production will increase with reduced loss of time to role change over.

If there is no shared responsibility then personality clashes and despondency will occur resulting in reduced productivity

First Steps

Acknowledge the need for overall coordinator of the organisation’s activities and reassure manager that she is still a valued member of the team. Gently inform her that she is not the only valuable member of the team though so must be prepared to share some significant aspects of the organisation. Be prepared for a fight.
Have a conversation with the manager to assess her attitude to the idea of power redistribution. Assess manager’s attitude to her position as the boss. What does she see as her primary role?
Talk to the people in the organisation to gauge their perception of power, management and leadership. Get the team to do an impromptu performance appraisal of the manager. What do the workers see as their primary roles in the organisation?
Explain Distributed leadership as model to be adopted by the organisation. Explain the fluidity of the new roles.
Arrange a team building exercise where strengths, weaknesses and areas of expertise are identified. Manager encouraged participating.
Design a model that suits the identified strengths and areas of expertise of the workers.
Implement and assess outcome. Make expectations of excellence in performance clear to all members. Monitor relationship between manager and rest of the team.
Now phase out position of manager and replace with rotating overseer roles reporting to CEO.

Credits