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The Smart Techie was renamed Siliconindia India Edition starting Feb 2012 to continue the nearly two decade track record of excellence of our US edition.

November - 2009 - issue > People Manager

Leading with Obedience to Excitement

C. Mahalingam
Wednesday, November 4, 2009
C. Mahalingam
As managers, our key responsibility is to deliver results. And we deliver direct results from our own efforts as well as ensure our teams also deliver results as expected and agreed. The old paradigm in management was that managers would use their positional power to get things done by the people. In the knowledge era we are living in, position power is nearly not as effective. People want to be more led and less managed. Have you ever come across a knowledge worker who ever complained that he or she is being undermanaged? On the contrary, most employees in many of the organizations complain that they are under-led. Leading employees with authority, rather managing with power is key to inspiring and engaging the knowledge workers.

Options of Authority available to Managers:

There are many different ways how managers can exercise authority even if they are not holding hierarchically high positions. Look at some of the following
* Authority of Competence: In managing knowledge workers, this is the type of authority that works best. People respect managers not because who they are or where they are or for that matter who they know, but because what they know! Knowledge and expertise get all the attention and influence.

* Authority of Character: Ability to influence others by virtue of one’s personal character, credibility and integrity. The fact remains that people are “boss watchers.” They look for what the bosses say and how they conduct themselves. More there is disconnect between what managers preach and practice, the less they are likely to command any influence with people they manage.

* Authority of Style: Style is to do with how managers treat their people, relate to them, listen to them, and attribute credit for their contributions and the like. When employees perceive managers’ style as informal, trusting, empowering and enabling, the more they are willing to let them be influenced.

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