The True Role Of A Good Leader Management

"The thought, the vision and the dream always precede action." Orison Swett Marden and General Considerations The topic lends itself to an analysis of what is now the lead, depending on the scenario where the leader unfolds, are different because the goals, objectives to be achieved, however, have common topics, for example, the characteristics that every good leader must have towards their management is expected by his followers, generating transformations, changes necessary . On this occasion, not specifically in management, where his role is very significant, especially given the crisis facing the business sector according to the performance of the contingency variables that are having very significantly in organizational behavior, survival, operation . Some of them relevant, as is the case of Venezuela, where the state variable is identified as a new Bolivarian Revolution appears and its president, Lieutenant Colonel Hugo Chavez Frias has decided that the country should move into what has been called the Century Socialism XXI, seriously affecting the survival of many companies in the corporate sector, generating fear, risk, uncertainty, turbulence and more negative, paralyzing productivity is required to supply the inhabitants of commodities.

Another incidental, is the current financial crisis and impact on lmuchos countries where Venezuela, and Mexico to name a few that are known, do not leak. The speed at which change advances that shows no signs will abate soon. If anything the contrary, it is likely that competition in most industries to accelerate further in the coming decades, the consequences can be negative. There is no denying that the inexorable change and insecurity that define our times necessitate strong leadership in business, government and society. Careers, customers and communities suffer the consequences of a mismanaged company, John Kotter gives us the opportunity to reflect on the power, influence, dependence, and strategies for change and to analyze the essence of leadership and reevaluate the relationship manager in the work of the leaders. Kotter reminds us that the pressures experienced by organizations to carry out a change will only increase over the coming decades, but the methodologies used by managers in an attempt to transform their companies into stronger competitors for example, total quality management, reengineering, right size adjustment, restructuring, cultural change and changes in position, have fallen short, without exception, because they do not alter their behavior

The fact that the present growing demand for new leadership and management to understand the importance, scope, impact it generates, it is important to remember some of the valuable contributions provided by John Kotter in his book. Take into account, we speak of leadership as developing a vision and strategies, getting people to support the strategies and delegating power to a few individuals to make that vision a reality, despite the obstacles. Leadership is expressed through the people and culture. It is soft and warm Management operates through hierarchies and systems, is harder and colder. It is therefore very important to be clear about the distinction between management and leadership, this is extremely important because you confuse management with leadership will manage the change, thus keeping it controlled, but will not be able to deliver what is required to give big jump and difficult. In short: Management is to manage the complexity and Leadership is managing change. We add that the real work of a leader and again emphasizes the critical need for leadership to make change happen, and provides vicarious experience and positive role models for leaders to emulate.

According to Kotter, the main lesson that emerges from the most successful cases is that any change process goes through a series of phases that, taken together, usually time-consuming. A second lesson is that the errors committed in any process can have disastrous effects and annular progress hard. COMMON ERRORS. û not enough to awaken a sense of urgency. û Do not create a guiding coalition strong enough. û lack vision. û not transmit vision even superficially. û Do not remove obstacles to the new vision. û Do not plan or result in a systematic interim developments. û declare victory too soon. û Do not anchor the changes in corporate culture. û Power, Dependence and Effective Management Consider that successful managers solve the problem of dependence on others realizing it, by eliminating or avoiding unnecessary dependency and establishing authority over those others. Good managers then used that power to help them plan, organize, appoint personnel, budgeting, evaluating, and so on. That is: "The fact that the dependence is inherent in managerial positions explains why the dynamics of power necessarily constitute an important part of management processes" To properly handle the relations d dependence inherent in their positions, establish effective managers, increase or maintain four different types of power over others.

Having possession of any of these classes, gives the manager the ability to influence not only when necessary, on those who depend, but also to prevent any of it hurt him. Finally, it is important to Ten observations of True Work of a Leader. Each observation reflects important changes that continue to occur in the environment where managers work, caused by powerful forces that have to do with technology, globalization of markets and competition, and demographic shifts in the labor force. 1. When managers are able to introduce change in organizations of any significance, generally because they have advanced an eight-step process very complex. And those who are opportunistically jump some steps, give a wrong step, rarely get what they want. 2. Although the change usually involves a complex process of multiple stages, no matter where it happens, the manager who really wants to make transformations have to modify some of the essential steps in the circumstances of each case. 3. Managers can perfectly predictable mistakes when they try to establish quantitative changes of any significance. 4. Leadership is not the same as management, and the primary force of a successful change of any significance, is the first not the second.

5. As the speed of change is increasing 8una leadership is growing part of managerial work. 6. Each time may be more useful to think that those in leadership positions are filled with people who create schedule plans and visions, established through a well-organized hierarchy. 7. As management is inclined to work through the formal hierarchy, and leadership is not, as the change is breaking barriers, creating flatter organizations, making use of additional external resources and demanding more leadership. 8. E managerial work is increasingly task of leaders. 9. When you begin to conceive of managerial work in terms of networks and hierarchies and dependencies of formal authority, there a number of interesting implications. 10. What a manager / leader the minute, hour after hour almost never corresponds to the usual stereotype, and this can create considerable confusion in who holds leadership positions, especially if they are newly linked. Do not forget, everyday performance that is understandable when one takes into account the various tasks, hard work and the network of relationships that goes far beyond the mere formal hierarchy.

Conclusions definitely requires a new leadership style for today, for an increasingly globalized world, with a more educated workforce, which is not resigned to being looked at but not heard. It's amazing the confusion, people say, but think about management leadership. It speaks only of one dominant style, made speeches saying that when there is more of a leader is armed chaos or spoken in mysterious terms, has been prepared many times people think this way so confusing. And when people are considered capable similar expressions are allowed, then where is necessary to understand what really makes a leader. D is required