Leadership is the art of influencing others to accomplish a mission or task that, if left to their own devices, they would
be unlikely to attempt or complete.
When you assume the role of manager, you are expected to ensure that your direct reports complete their assigned jobs. A manager's
workers may complete a job merely out of respect for the boss's title or the legitimacy of the boss's power. To be a leader,
you need people to be willing to invest their trust and confidence in you and not your title or rank.
What kind of leader are you?
The challenge for any person taking a formal position of authority is to exhibit behaviors that will gain the trust, respect
and devotion of employees. Comparing "transactional" leadership with "transformational" leadership provides a good framework
to help you move from managing to leading. The principal architect of the transformational leadership theory is Bernard Bass.
Unlike some popular leadership models, the transformational leadership theory has been tested and proved in organizations
like the Israeli and U.S. militaries. Such studies have demonstrated that transformational leaders are more effective than
their transactional counterparts. The transactional leader uses a carrot-and-stick approach to motivate her followers. Rewards are given for good performance
and goal achievement, while negative incentives are used to deter or correct poor performance. The transactional leader closely
monitors the performance of the team and takes corrective action to enforce rules and standards. Additionally, transactional
leaders tend to be very specific in communicating what tasks must be accomplished and how each is to be performed. The term
"micro-manager" describes the stereotypical transactional leader.
4-D leaders
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Unlike the transactional leader, the transformational leader rewards performance beyond a stick-and-carrot approach. The transformational
leader treats all of her people as distinct individuals and uses coaching skills to correct poor performance and encourage
good performance. In a team led by a transformational leader, people are not afraid to point out problems and are encouraged
to participate in the problem-solving process. Transformational leaders are likely to promote the culture of a learning organization,
while a transactional leader may rely more on quick-fix training programs. A transformational leader leads by example to gain
the respect of her followers. She is not likely to demand performance that she is not willing or capable of accomplishing
herself; instead, she ensures that performance goals are challenging and realistic. She clearly communicates expectations
but lets individuals or teams determine how best to accomplish a task. Finally, a transformational leader relies less on metrics
to motivate her team; instead, she uses her charisma to provide an inspirational vision and a sense of pride in the mission.
The transformational leader
Here are some actions you can take to lead your team (instead of managing it):
Develop an ongoing program of self-study. Ideally, your library should include books that focus not just on leadership itself, but also on human nature, organizational
behavior, team development, coaching, active listening and subjects related to the technical aspects of pharmaceutical sales,
such as disease states and managed care. In addition to reading, your self-study program should include observation of other
professionals' leadership skills. Remember, just occupying a position above you on the corporate food chain does not make
someone a good role model. Sometimes the best role models are informal leaders.
