Essay: Managerial role gap analysis (reflective)

After a deep reflection on Managerial role gap analysis, as I become exposed to the management role within an organisation as presented by Mintzberge. Essentially this unit examined the subject of leadership as it relates to management.
Many studies have been done on both subject of leadership and management. After a comprehensive review of the leadership literature, (Stogdill 1974) concluded that “there are almost as many definitions of leadership as there are persons who have attempted to define the concept. In my opinion I see a leader as a person that has the ability, either in born or acquired to drive team members cooperatively in achieving a set goal.
It is worthy to mention that the term Leader and Manager is somewhat interwoven in practice.
Many management theories have been published in the past but none have been able to break down manager’s responsibility as much as the role gap analysis. A deep look at the work done by Mintzberge in this area suddenly created awareness in me that there is actually an enunciated and documented list of activities that make up the actual work of a manager. For the first time I am beginning to see management from a different lens. The figure below describes at a glance Mintzberge Management gap analysis. In Mintzberge opinion, Management is incorporated into every aspect of an organization and involves different roles and responsibilities. (Mintzberg 1973)
In actual fact, a manager is at all times faced with decision making scenario this perhaps is one of the overriding role of a manager. Whatever role the manager is functioning in per time I see that the manager is at a pivotal position, where his action or inaction imparts on the lives of people as well as the organisation in which he/she is functioning. Suffice it to say that when I reflect on these documented roles vis-”-vis   my experience in management practice they are actually consistent.
Looking ahead I see that there is need for me to develop my abilities in interpersonal relationship and information dissemination roles in management
However I will add that no one role can function exclusively as the job of a particular manager would involve some or all of these functions daily. The expectation of the manager from the subordinate and how these expectations are communicated is of the essence if the organisation is to experience efficiency
One of the ways to achieve organisational efficiency is by bringing out the best in the workers. When the expectations of the Manager is communicated clearly to the subordinate, it  would create a goal for the subordinate to strive and achieve .A high or low achievement therefore is a function of what kind of expectation communicated to the subordinates by the manager this is called The Pygmalion approach to management (Livingston JS 1969). When dealing with younger people fresh on career pursuit, managerial expectancy influence is most effective but as the individual begin to get experience in the field and grow, they are not so deeply affected by managerial expectancy
In my managerial practice, I quite agree with the Pygmalion approach which I have already started applying in my organisation however, I have a few reservations.
The perception the leader have of the subordinate could affect the Leaders expectations. For instance if the Leader see the follower as a very strong person he may expect more output from him as against a worker that is perceived as weak, even thou they are the same level. This scenario itself can create cognitive dissonance as the worker with more work load could feel marginalized
Secondly when an enabling environment as in tools ,machines and equipment are not in place to meet up the managers expectations there is no way that the worker can be as productive as expected.
I have had a project where a high expectation was set for me and I was committed to delivering but the clients had issues and we could not even proceed for a long time as such project deadline was not met.
In my opinion I feel this Pygmalion effect in management should be slightly modified accommodate the conditions that may change as this will be fair enough for the worker/follower to meet expectations.
This is why I feel a system of strength based feedback is a very strong tool in professional development. There is therefore there the need to train Leaders in the art of receiving and giving feedback. The CANDID: compartmentalize, ask, normalize, discuss and deemphasise method of feedback has been very useful to me since I learnt about it. A strength based feedback would allow a discussion about a person’s strength and behaviour and making efforts to align it with overall organisational goals and objectives (Harms & Roebuck 2010).
As a manager I believe that ability to give and receive feedback is a management skill that is worth developing as such there is the need for me to develop my listening as well as my narrative abilities in other to be able to give and receive quality feedbacks. Akin to this, I would need to develop the art of using positive rather than negative language in giving feedbacks so that the recipient would be professionally driven in response rather than emotionally driven
Transformation can be experienced when a person actually take feedback reflect on it and act based on the received feedback. A typical example is the ‘new me’ that is continually evolving as I go through this course receiving feedback and working on the areas that need improvement.
Adversity in the life of a manger can become a crucible that would bring about a transformation. The qualities that make one emerge from adversity stronger are indeed the qualities required to become extraordinary leaders (Bennis & Thomas 2002) I tend to agree with the above postulation because of the experience I had some time in the past working on a very difficult project, with seemingly insurmountable challenges. At the point I thought I was down an innovative idea came up in me and there was a sudden turnaround. The singular adversity brought a far reaching promotion in my career as a project head.
It is also very important that leaders develop high level of tenacity so they don’t get trussed about by minor wind of challenges, which of course is an integral part of development, that is, the ability to shift from reflective thinking to ”active” thinking about how best to respond in times of adversity (Margolis and Stoltz, 2009)
I have equally identified from personal experience and observations that to be an effective leader there are some inherent idiosyncrasies that a manager would have to exhibit this include the following:
‘ Accountable
‘ Patient
‘ Authentic
‘ Honest
‘ Inspiring
‘ Fearless
‘ Instinctive
‘ Imitable
‘ Approachable
‘ Focused
I am of the view that with these qualities an effective leader would be able to have a defined focus and be able to lead others.
Reflecting on the Learning leader and my transformational experience, it is amazing the kind of effect that a transformational experience can have on a leader. Transformative learning theory describes learning as the process through which adults make meaning of their experiences, revaluating meaning structures developed through childhood, and sub- sequent socialization
(Moyer & Sinclair 2016)
My personal transformation storey gave me a different lens through which I viewed life.  Prior to my transformation experience it appeared I had no focus or inner will power to achieve but after the transformation experience, I was able to holistically asses my true situation in comparison with the life of a disabled fellow in my storey that became successful despite the disability. I realized that there was a need for me to make an adjustment in my own perspective in life. As a leader I it became clear to me, from my transformational experience that my life itself can be a role model to members of my team, given the kind of paradigm change I demonstrated based on the storey.
Many years after my transformational storey, I still use some of the skills that I acquired from the transformation. Some of these skills include:
‘ Determination
‘ Patience
‘ Focus
‘ Inner strength
‘ Self-reflection
‘ Tenacity
The issue of values ,ethics and morals as it affects a manager is also very critical since the manager is  viewed as a sort of role model in his team.In a society that is endemically  corrupt it is a matter of personal value for the manager to operate ehically.
I recal an incident that took place while I was Project Manager for a huge project seven years ago.A supplier offered to under supply materials under my watch and offered me a bribe that is well over 300% of my salary and I turned it down and dismissed the supplier. It was viewed by my contemporaries that I was not being fair. But I always uphold the view of moral ethics; ‘the moral manager dimension refers to how the leader uses the tools of the position of leadership to promote ethical conduct at work. Strong moral managers see themselves as role models in the workplace’ (Brown & Mitchell 2010)
Managers in an organisation should strive to transform the organisation from just being go to being truly great.one article that had an insightful effect on me is one Witten by Collins 2001 ,he tried to identify the basic requirement that can lift a company to the cadre of great companies. Collins identified that there are about five hierarchies of managers. In his words,’ Good-to-great transformations don’t happen without Level 5 leaders at the helm. They just don’t’ (Collins 2010)
The organisational dynamics of moving a company from one level to the other would require a laid down plan referred to as goals to overcome the discrepancies of elevation. This is why it is important for a manager to have properly written out goals and plan of action. The goals however must be Specific, measurable, assignable,realistic and time related (SMART) As I thought about the contents of this resource by Collins I had more resolve on the inside to turn out a Level 5 Manager