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    Chapter #1 The Nature and Importance of Leaders

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    Muhammad Hashim Memon
    Leaders experience several frustrations including too much uncompensated overtime, too much organizational politics, too many problems to deal with ("headaches"), too many issues involving people, not having enough authority, feeling lonely, and trying to balance conflicting goals. Some of the specific frustrations leaders face are working 55-80 hours per week without overtime pay, dealing with political maneuvering from subordinates, superiors, and peers, coping with a constant stream of problems involving employees and operations, being responsible for things outside their control, and feeling isolated without being able to share negative feelings openly. These challenges discourage some from taking on leadership roles.

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    Chapter #1 The Nature and Importance of Leaders

    Uploaded by

    Muhammad Hashim Memon
    87 views2 pages
    Leaders experience several frustrations including too much uncompensated overtime, too much organizational politics, too many problems to deal with ("headaches"), too many issues involving people, not having enough authority, feeling lonely, and trying to balance conflicting goals. Some of the specific frustrations leaders face are working 55-80 hours per week without overtime pay, dealing with political maneuvering from subordinates, superiors, and peers, coping with a constant stream of problems involving employees and operations, being responsible for things outside their control, and feeling isolated without being able to share negative feelings openly. These challenges discourage some from taking on leadership roles.

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    Dis-Satisfaction of Leaders

    Original Title

    Dis-Satisfaction of Leaders

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    Leaders experience several frustrations including too much uncompensated overtime, too much organizational politics, too many problems to deal with ("headaches"), too many issues involving people, not having enough authority, feeling lonely, and trying to balance conflicting goals. Some of the specific frustrations leaders face are working 55-80 hours per week without overtime pay, dealing with political maneuvering from subordinates, superiors, and peers, coping with a constant stream of problems involving employees and operations, being responsible for things outside their control, and feeling isolated without being able to share negative feelings openly. These challenges discourage some from taking on leadership roles.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    87 views2 pages

    Chapter #1 The Nature and Importance of Leaders

    Uploaded by

    Muhammad Hashim Memon
    Leaders experience several frustrations including too much uncompensated overtime, too much organizational politics, too many problems to deal with ("headaches"), too many issues involving people, not having enough authority, feeling lonely, and trying to balance conflicting goals. Some of the specific frustrations leaders face are working 55-80 hours per week without overtime pay, dealing with political maneuvering from subordinates, superiors, and peers, coping with a constant stream of problems involving employees and operations, being responsible for things outside their control, and feeling isolated without being able to share negative feelings openly. These challenges discourage some from taking on leadership roles.

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    1.

    DISSATISFACTIONS AND FRUSTRATION OF LEADERS


    Discuss any four dissatisfactions of managers?
    Many individual contributors refuse to accept a leadership role because of
    the frustrations they have seen leaders endure.
    These frustrations include the following:
    I.
    II.
    III.
    IV.
    V.
    VI.
    VII.

    Too much uncompensated overtime


    Too much organizational politics
    Too many headaches
    Too many problems involving people
    Not enough authority
    Loneliness
    The pursuit of conflicting goals

    I.

    II.

    III.

    Too much uncompensated overtime


    Leaders are usually expected to work longer hours than other employees.
    Such unpaid hours are called casual overtime.
    For Example: Leaders typically spend fifty five working hours per week.
    During peak period of peak demands, this figure can surge to eighty
    working hours per week.
    Too much organizational politics
    People at all levels of an organization, from the office assistant to the
    chairperson of the board, must be aware of political factors.
    Yet Leaders can avoid politics more easily as an individual contributor.
    For Example: Leaders engage in political byplay from three directions:
    below, sideways and upward.
    Political tactics such as forming alliances and coalitions are a necessary part
    of a leaders role.
    Too many headaches
    It would take several pages to list all the potential problems leader face.
    Being a leader is a good way to discover the validity of Murphys Law: if
    anything can go wrong, it will.
    A leader is subject to a batch of problems involving people and things.
    Many people find that a leadership position is a source of stress and many
    managers experience burnout (exhaustion).

    Chapter #1 The Nature and Importance of Leaders

    Page 1

    IV.

    Too many problems involving people


    A major frustration facing a leader is the number of human resource
    problems requiring action.
    The lower leadership position, the more such problems leaders face.
    For example, the office supervisor spends more time dealing with
    problematic employees than does the chief information officer.

    V.

    Not enough authority


    Leaders are held responsible for things over which they have little control.
    For Example: Leaders might be expected to work with an ill-performing
    team member with lacking the power to fire him or her.
    Or Leaders expected to produce high quality service with too small staff
    and no authority to become fully staffed.

    VI.

    Loneliness
    As secretary of State and former five-star general Colin Powell says,
    Command is lonely.
    The higher you rise as a leader, the lonelier you will be in a certain sense
    because Leadership limits the number of people in who you can confide.
    It is awkward to confide (disclose) negative feelings about your employer to
    a team member.
    It is equally awkward to complain about one group member to another.
    Some people in leadership position feel because they miss being one of
    the gang.

    VII.

    The pursuit of conflicting goals


    A major challenge, leaders face is to navigate among conflicting goals.
    The central theme of these dilemmas is attempting to grant others the
    authority to act independently, yet still getting them aligned or pulling
    together for a common purpose.

    Chapter #1 The Nature and Importance of Leaders

    Page 2

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