Being an Effective Leader in the Workplace

Being an Effective Leader in the Workplace

As the General Manager of the Orlando manufacturing plant of Blitz Computers, I am faced with a very serious legal and ethical dilemma. In the past I have always made decisions based on principles and ethical standards that I've acquired through personal experience, and guidance from successful leaders. I have read almost everything that has ever been published on effective leadership and ethical standards. I've attended numerous seminars and feel I have a good grasp of my leadership and decision making abilities. I guide myself primarily by what can only be described best by the following excerpts from "The Leader of the Future" By Peter Drucker.

All the effective leaders I have encountered-both those I worked with and those I merely watched-knew four things:

1. The only definition of a leader is someone who has followers. Some people are thinkers. Some are prophets. Both roles are important and badly needed. But without followers, there can be no leaders.

2. An effective leader is not someone who is loved or admired. He or she is someone whose followers do the right things. Popularity is not leadership. Results are.

3. Leaders are highly visible. They therefore set examples.

4. Leadership is not rank, privileges, titles, or money. It is responsibility.

Regardless of their almost limitless diversity with respect to personality, style, abilities, and interests, the effective leaders I have met, worked with, and observed also behaved much the same way:

1. They did not start out with the question, "What do I want?" They started out asking,

"What needs to be done?"

2. Then they asked, "What can and should I do to make a difference?" This has to be something that...

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... that would utilize his years of experience and ability to train. One of his duties would be to supervise Paul in the shipping department and teach him everything he knows. This would give Tom a sense of worth and feeling of still being able to contribute to the organization. I would still be Tom's supervisor and could help guide him in his new role. Tom would have less hours and stress. He could focus better on his performance at work and his recovery with alcoholism. The energy that Paul would bring to the shipping department as well as being around Tom should bring about a new found sense of dedication and teamwork. Tom might even find a new sense of purpose in his new role and continue to benefit the organization beyond his original projected retirement date. I believe everyone from the customers to the stakeholders would benefit greatly from this solution.