Am I allowed to do what I do best every day?
Shortly after arriving at my present position, I realized instruction as our district was teaching it, was helping many children, yet there were some with needs unmet. I proposed building a virtual school to provide additional opportunities, methods and techniques in an effort to address the issue. The superintendent allowed me to do just that and the success with our students has been nothing less than phenomenal.
Surely, many a scholarly investigation has been conducted regarding the qualities of effective leadership.
Perplexing is the fact that even with numerous training’s and recommendations offered by “experts in the field” on the subject, countless leaders run aground at their most important responsibility………leading. Conducting a search on the Internet for characteristics of a leader will net thousands of articles on the subject.
Conversely, a search about bad bosses will net tens of thousands of complaints and anecdotal remarks causing one to ponder why there is a disconnect between the leader and the follower. Adolf Hitler’s characteristics, clearly an evil person, is a primary and practical example of how great leadership, charisma and oratory skills are nothing much if a leader does not ensure the happiness and satisfaction of their followers are met.
There are five magical questions that every leader should ponder over in order to ascertain whether their followers are happy, loyal and satisfied with their jobs.
The first question is designed to gauge whether or not employees are believe they are allowed to do what they do best, on a daily basis. This question clearly has nothing to do with the employees’ salaries, bonuses, pay raises and any such monetary rewards. Common wisdom purports benefits, benefits and dollars buy loyalty and therefore retention of intellectual property the employee possess. However, there is mounting evidence this is not the case.
Abraham Maslow was an early researcher within the area of basic needs people desire.
With his research, he established a hierarchy of needs; Maslow realized the importance of allowing employees the space and opportunity to carry out their jobs (Wahba & Bridwell, 1976). This is clearly depicted in the hierarchy of needs referred to, as esteem needs (figure 1).
Employee’s desire responsibility, competence, status and recognition, these needs go unmet if leadership practices micromanagement. In order to attain maximal productivity and performance, I am persuaded on the importance of letting workers do what they do best. Workers should be afforded opportunities for challenging tasks and a significant level of freedom to carry out their tasks in a creative way.