The following article is based on “In Praise of Hierarchy” (Elliot Jaques, Harvard Business Review, January-February 1990); “Managerial Accountability” (Elliot Jaques, Journal of Quality & Participation, March 1992); Executive Leadership (Elliot Jaques & Stephen D. Clement, Carson Hall & Co., 1995).
Leadership is that process in which one person sets the purpose and gets others to move along together in that direction with competence and full commitment. The true meaning of leadership should create a mental image of people moving along together in synchrony, not one behind the other. Unfortunately, the managerial hierarchy can have a negative impact on allowing people to work together co-operatively, sensibly and enjoyably. But, it is not true that hierarchical authority must mean oppression.
Psychological Conditions of Leadership:
Competence: If we cannot discharge all the functions of our role we cannot exercise leadership of others because they will not have confidence in us.
Trust: Trust and respect must be earned. They are a result of the sensible and consistent application of requisite practices. One needs to value one’s own work (including leadership) and value the work of others.
Adding value to the work of subordinates
Maintaining a team
Setting direction & having willing followers
A leader is someone that carries three accountabilities. The first is for the work of subordinates and adding value to it. The second is for maintaining a team that is capable of producing the required outputs. And the third is for setting direction and getting the team to follow willingly and enthusiastically.
Give pay raises
A person cannot be held accountable unless he or she has the necessary and appropriate authority. There are basic minimum authorities that are essential if leaders are to be held accountable. One is the right to determine who is and who is not on...