Challenges and Outcomes of Leading Different People

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In technology, one of the most challenging tasks to complete is to manage workers and understand that these geeks require more attention and more creativity.

Paul Glen in his article Leading Geeks: Technology and Leadership introduces one of the most successful structure according to which it becomes easier to define who geeks are, what makes them different from other workers, and why geeks’ leading processes should differ from the already known forms of leadership.

There are three rational points that have to be taken into consideration: “geeks are different from other people; geek work is different from other work; power is useless with Greeks” (Glen, 2008, 248).

This author admits that it is crucially important to consider environment, where geeks work, and define clearly geeks’ duties, missions, and responsibilities. When a geek comprehends own role in the working society, this worker is ready to present the best results and help own colleagues achieve success.

In comparison to Glen’s ideas, Mitchell Neubert and his team notice that the idea of ethical leadership has to be noted as well because it has a significant influence on job satisfaction and organizational commitment.

Leaders and managers have to perform the roles of model agents and keep in min the fact that “power and status enhance credibility and attractiveness” (Neubert et al., 2009, 158). Almost the same idea has been supported by Toor and Ofori, who discover leadership as an activity that constantly lacks properly establishes ethical conduct and organizational culture.

Their investigation shows that there is no concrete structure according to which leadership should follow. This is why many leaders and mangers face challenges because of their inability to use their actions, behavior, and decisions as a perfect model to rely on (Toor & Ofori, 2009).

The article by Carey, Patsalos-Fox, and Useem about the lessons of leadership contradicts to some points of the two above-mentioned articles and supports the words by Paul Glen. This team of the authors mentions one simple truth that “the world moves at a pace that requires strategy to be front and center all of the time” (Carey, Patsalos-Fox, & Useem, 2009).

In comparison to geek leadership, the ideas of the leadership presented by these authors are based on courage and ability to control workers. It becomes unnecessary to use imagination and creativity to run the workers but pay more attention to such ability like proper establishing of goals and their achieving.

Elizabeth Fisher (2009) is a talented writer, who touches upon social work management that aims at “motivating employees to perform well in their jobs” (p.347). In its turn, the Bible says that it is necessary to encourage servants and suggest them sharing their talents with the others (Matthew 25: 23).

This is why it is possible to find many common things in the biblical concepts and in the ideas, offered by modern and sophisticated writers. People have all chances to work well, and the only thing that can improve workers’ cooperation and their desire to work, and promote productivity is properly arranged motivation and appreciation of human talents.

Reference List

Carey, D., Patsalos-Fox, M. & Useem, M. (2009). Leadership Lessons for Hard Times. McKinsey Quarterly, 4, 52-61.

Fisher, E. A. (2009). Motivation and Leadership in Social Work Management: A Review of Theories and Related Studies. Administration in Social Work, 33, 347-367.

Glen, P. (2008). Leading Geeks: Technology and Leadership. In Business Leadership: A Jossey-Bass Reader by Joan V. Gallos. San Francisco, CA: John Wiley & Sons, Inc.

Neubert, M. J., Carlson, D. S., Kacmar, K. M., Roberts, J. A., & Chonko, L. B. (2009). The Virtuous Influence of Ethical Leadership Behavior: Evidence from the Field. Journal of Business Ethics, 90, 157-170.

The Bible. (2009). Online Parallel Bible. Web.

Toor, S.R. & Ofori, G. (2009). Ethical Leadership: Examining the Relationships with Full Range Leadership Model, Employee Outcomes, and Organizational Culture. Journal of Business Ethics, 90, 533-547.

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Challenges and Outcomes of Leading Different People

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