Recognizing the value of

collective contributions
The leadership techniques exuded by the two managers are quite different styles.
JoshMartin uses a democratic method to his management practice, using referent
and expertpower, to not only gain the respect and admiration of his employees, but
to succeed withinthe agency and in turn, help the company thrive in its industry.
This can be seen not only inJoshs 20 years of service, but in comments by his
employees such as Phil Jones when hestates Sure, Saunders is the director of this
agency, but he couldnt manage his way out of a paper bag. Without Josh, this
place would be in total chaos. Josh listens to us and tries toimplement some of our
ideas to make life simpler around here.[Case study]. Thisstatement also
demonstrates the multiple managerial roles within the company, as definedby
Henry Mintzbergs research [Sampson and Draft:2009:30], such as Josh s
interpersonalroles as a leader, by motivating and directing subordinates in his role
as deputy agencyadministrator, informational roles such as being the president of
the construction company,reporting to Tom Saunders, and lastly his decisional roles
in being an entrepreneur ininitiating and promoting ideas put forward to him by his
employees.Saunders on the other handdemonstrates an autocratic approach when
looking at hisleadership method. Only having employees follow his decisions due to
the powerhisposition in the company gives him, this is referred to as legitimate
power, power derivingfrom a formal management position in an organisation,
employees accept this source of power as legitimate, which is why the comply
[Sampson and Daft:2009:555], often usingreward and coercive power to get his
way. This is displayed in Saunders response to Joshsuggesting pay increases to two,
in his opinion, deserving employees, when he statesEverybody wants a raise
around here. Its about time people started doing more work andstopped whining
about money.[Case study].Using his authority to bestow employees withreward,
or in this case to not. Leaders who use these methods of power are most likely
togenerate follower compliance, where employees will carry out instructions
although theydisagree or are not enthusiastic [Sampson and
Daft:2009:555].Leaders who have built their businesses on a hierarchical
management based on anautocratic approach are now realising the importance of
the democratic method.Bothleadership styles, autocratic and democratic, can be
effective and at the same time highlyineffective [Stephen Xavier:2005:1]. With both
styles of management being used within theagency it can be assumed that they are
conflicting, but teams require a variety of skills,knowledge, research and
experience. Research supports this idea, showing that diverseteams produce more
innovative solutions to problems. Diversity in terms of functional areasand skills,
thinking styles, and personal characteristics are often a source of creativity.
Inaddition, diversity may contribute to a healthy level of disagreement that leads to
betterdecision making [Samson and Daft:2009:674]. That said, having the both
leadership stylesbeing incorporated into the management of the business, with

Recognizing the value of

collective contributions
each manager emitting theirown personal traits, if the pair are able to sort the
personal tensions between them,allowing some change on both sides, then that
would leave only room for improvement inthe agency.

Recognizing the value of

collective contributions
Weve recently wrapped up performance review season here at Deloittea great opportunity for
each of us to review our accomplishments and define our value. I spent some time doing the
same, and it made me think about how Business Chemistry might come into play at this time of
year.

If you ask a Pioneer about her contribution, shell excitedly describe the new ideas shes
brought to the table and the resulting possibilities now on the horizon.

A Guardian will dust off the list of his projects and tasks that hes been keeping
throughout the year, review it for completeness and accuracy, and setup an hour to walk
through it.

A Driver will fervently bullet each goal achieved during the year, pointing out that shes
already working at the next level.

But ask an Integrator about what hes accomplished, and more often than not, hell need
some time to think about it.

The Integrators need to deliberate isnt based on lack of accomplishment or confidence in his
abilities. Instead, an Integrator may have a harder time identifying his individual achievements if
much of his value lies in his efforts toward collaboration, relationship-building, and working for
the benefit of the group. Because these are collective contributions, his individual contributions
are naturally de-emphasized. Further, such activities are often viewed as soft skills that dont
directly contribute to business results or the bottom line. No wonder Integrators may not be able
to articulate their value right off the bat.

Recognizing the value of

collective contributions
And yet, most of us have experienced the benefits of an Integrators contributions. An Integrator
may boost morale when there is a lack of motivation on the team, helping to bring a project over
the finish line on-time. Their optimism and authenticity may speak volumes to a client and help
the team land a new project. Their diplomacy and ability to relate to others may help get
naysayers onboard with a decision thats right for the company.