In one of our Leadership Workshops a person sent us a comment that we think is worth sharing.
In this Workshop, the different styles of Leadership were explored, showing the discoveries of "Ohio State University" when finding evidence that Leadership is related to two dimensions. Traditionally, the perspective on people's leadership is based on the fact that Leadership is a dimension where at one end we find the authoritarian style while at the other end we have a type of participative leadership.
The concepts and practices of Robert Blake and Jane Mouton (The managerial grid III, Gulf - 1985) were also reviewed in relation to the posture adopted by the superior towards his subordinates. This workshop participant stated that "it has given him very good results to always adopt the authoritarian position" stressing that "he found that he is always the most effective". He pointed out that "the boss is the one who has to think and give orders" and that the rest must comply with them.
According to this participant, the participatory leadership style is not the most effective, and that is why it has adopted - and remains faithful - to the authoritarian style.
This comment - which participants usually don't share in an open Workshop even though they have the same thought in their heads - gave rise to a very interesting debate. After that debate, another participant - when observing that I had remained silent in terms of giving an answer, since I had only stimulated through questions that "others" expressed their point of view - addressed me and asked me the following question, wanting to know about my opinion and what kind of personal response I would be able to share with the participant who asked the original question.
My response was as follows: "Have you ever - and in different situations - tried a different style?" And in the event that you have done so, "How have you evaluated these different results?" Actually, and something we do know for sure, is that authoritarian behavior can be useful in circumstances of serious danger where someone must decide for the rest (such as when the Captain of a sinking ship observes that 30-year-old men thrown into the boat without giving preference to children, women and the elderly) and eventually where there is not enough time to discuss different options. And what we also know is that the authoritarian style does not give long-term results and also has a very high psychological cost.
Edgar Schein is an expert in relation to "the initial phase of people entering corporations"; Executives, executives, and managers who join organizations require the organization to do more than just give them a very nice office along with a very helpful secretary. And where did Edgar Schein learn some of these things that influence organizational behavior and that in turn have consequences from the point of organizational efficiency? Schein was familiar with what happened to American prisoners during the war that the United States of America held in the Far East.
And it also helped that the North American paratroopers were not captured or killed under the indexes that the statistics showed up to that moment.
Eric Gaynor Butterfield (Organizational Development Congress, Argentina - 1999) mentions two consulting interventions where he finds support from the fact that some people have a differential way of leading “in their heads”, and that it is related to “the vision they have regarding how a company operates ”(more structured or less structured).
In these works it was found that those leaders who conceived that the company operated mainly on the basis of "its organizational structure", which implies privileging the organization chart and the description and functions manuals and procedures manual, tended to adopt and make use of a Relationship style with authoritarian staff. While those managers and executives in the company who had in their heads (metaphorically since it is in their minds) that many "other things" happen in the company and that are not related to the formal and structural aspects of the organization (such as This is the case of motivation, persuasion, and commitment) were oriented towards adopting a style of relationship with staff that is more considerate towards them, more participatory.
Developing both intrapersonal and interpersonal skills assist people in learning more about third-party behavior, and they can appreciate the distinctions that are present in people. In turn, this must allow the driver to take into account the following phrase that every leader must keep in mind: "There is nothing more unfair than treating different people the same."
The entire approach to marketing has been completely altered from how they were doing it, and so has the organizational arrangement. Thomas Peters & Robert Waterman (“In search of excellence: lessons from America`s best-run companies”; Harper & Row - 1982) show that organizations cannot project themselves based on what leaders consider to be the best product or service and then - in a second instance - go out to market it.
This approach has been good until about 20 years ago; Now the perspective is not from the product or service towards the Client, but rather "from the Client - and what I learn from him - and towards the company". The best practice known under the name of Customer Relationship Management (CRM) emphasizes this point.
The field of organizational psychology has served so that those who apply it have competitive advantages over their competitors.
Please do not interpret that the difference in profitability alone is due to behavioral science or organizational psychology. The operational and financial costs as well as the sales strategy and the technology by which the products and services are processed are of vital importance.
What happens is that the knowledge in these subjects is commonly of “public type” and therefore everyone can access it.
Hence, the competitive difference in these moments can be achieved as a result of what we do know today regarding what - and how - to apply social knowledge within a company.
And one last point that we would like to share with you. The relationship style that is based on privileging the "structure" over the processes that occur within the company every minute, has not been shown to be effective in making changes in the company. Therefore, before finishing, and convinced of my own diminishing returns, I would like to send you one last question: Do you believe that the authoritarian style can be sustained over time, bearing in mind that changes in companies must now be made at a rapid pace? almost dizzying?
The Organization Development Institute International, Latin America has edited this work that includes a Bibliography on Organizational Psychology that takes into account “individual differences”, to help corporate executives and owners in the complex and difficult task they face daily related to driving in their companies. The reader interested in going even deeper can go to www.gestiopolis.com where topics that are strongly related to this Bibliography (Motivation, Leadership, among others) are included.
Thank you very much for sharing.
Organizational psychology
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This first Bibliography on Organizational Psychology hopes to be the starting point to further expand it with the collaboration of you, dear reader.
From now on The Organization Development Institute Internationoal, Latin America gladly accepts its recommendations and additions regarding new materials related to the topic of "Organizational Psychology - Differences between people". We thank you in advance.
