Managing vs. Leading

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Reality-Based Leadership Review

Though out this paper I will provide my opinion on how accurate Cy Wakeman’s book Reality-Based Leadership is in the workplace. I will attempt to provide my honest and professional opinion about the techniques Ms. Wakeman outlines in her book about leadership.

In my opinion the Reality-Based Leadership book is broken down into three main points which are; managing versus leading, leading your employees and yourself, and delegating your authority. During these topics I will summarize what the book talks about then analyze what was discussed and provide my thoughts about whether or not I think it is realistic or wishful thinking.

Managing versus Leading

The first section of the book is titled Find Peace at Work and it is broken down to areas that you (the Leader/Manager) are forced to look at yourself in the mirror and determine if you are the best person for the position which you hold in your organization. Ms. Wakeman discusses that you are ultimately responsible for your happiness, satisfaction, and the productivity of your team at your organization.

The book discusses that you are the one that is the cause of your suffering at work, mostly because of the undo stress you put on yourself. This stress is caused by falling into the high school mentality of “he said she said” or the excuses from your employees of “why I can’t”. When you choose to allow these thoughts to manifest in your mind you become overwhelmed with opinions of the work environment and employees. This ultimately alters your reality and you start acting on emotion rather than keeping the organization and its goals in perspective. If you allow this to happen you will start over managing and under leading.

Managers who are so focused on managing rather than leading mostly display a “do as I say not as I do” style leadership. This style has adverse effects with employees within your organization and the environment in which they work in. The managers, who are solely focused on making themselves look good at the expense of others, are typically very poor leaders.

Once an individual has come to the conclusion or Reality that their approach has not been the most conducive for producing the best results, whether it is from a mutiny of sorts or from a review from higher management, then the manager may finally decide to change their reality and start being more of a leader and less of a manager. If not, then it is most likely in the best interest of the company to let that individual find employment elsewhere.

In the book Ms. Wakeman essentially makes the assertion that leading first and managing second will produce the best results for the organization and will make the work environment less stressful for all who work in.

Managing versus Leading should, in my opinion, be Leading versus Managing. I feel the in order for you to be a good manager you must first be a good leader. There are many people that have very good managerial skills but if they do not have the necessary skills to be a good leader then the company may not be as successful or healthy as possible. Leading Your Employees

In order to be a successful leader you, the manager, have to put forth the effort. You are going to have to show your employees that you are there for them. She recommends that as a leader you should always have to play favorites with your employees. In today’s economy and work environment companies are always looking at the bottom line. If there is a way to increase revenue and decrease costs the company will want to do that as much as possible by improving processes, combining responsibilities or by lowering their human capital.

Leaders do not have the energy to motivate all of their...
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