Article 1 “Four traits of collaborative Leaders “

Articles Review

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nArticle 1 “Four traits of collaborative Leaders “

nThis article discusses the importance of collaboration among top leaders especially in an organization. The authors argue that collaboration help to share ideas between them. In addition, it optimizes the abilities and talents of people. It also improves motivation, hardworking and creativity. Moreover, they argue that collaboration is a culture and it is not a technique (Ricci & Wiese, 2011). In the Collaborative Imperative, Wiese Carl and Ricci Ron explain four traits possessed by leaders who are high collaborative.

nFirstly, they should concentrate on authentic leadership and eschew inactive fierceness. Therefore, leaders are committed to what they believe in and do not take differences personally. Secondly, they persistently pursue fair decision-making. In a team, there should be transparency especially when making decisions (Ricci & Wiese, 2011). Ultimately, it reduces time spent inquiring why or how decisions were arrived at. Thirdly, they consider resources as tools of actions rather than possessions. This contributes to the aspect of sharing resources. Lastly, they codify the association between rewards, accountability and decision rights (Ricci & Wiese, 2011).

nArticle 2; Connect, Then Lead

nThe author in this article begins by asking the question whether being strong or lovable make a leader better. Machiavelli (literature writer) asked the same question previously but argued that a leader should be both strong and lovable (Cuddy, Kohut & Neffinger, 2013). However, he noted that it is not possible to possess both characters hence he suggested that a leader should be feared rather than loved. Nonetheless, the authors in this article argued that this is a wrong strategy to use in business. In this regard, people judge their leaders based on two features. First, how they are lovable through their trustworthiness, communion or warmth and second how fearsome they are because of their competence, agency or strength (Cuddy, Kohut & Neffinger, 2013).

nThe article noted that the manner in which people lead and or influence can be regarded as warmth. In this case, warmth promotes communication and trust as well as utilization of ideas. Additionally, nonverbal cues will enable a person to connect with others in the surrounding (Cuddy, Kohut & Neffinger, 2013). Individual regarded as competent but with inadequate warmth normally provoke jealousy in others. Moreover, leaders who show off their strength instead of first developing trust can produce fear among the stakeholders. Ultimately, it may become difficult to adopt and conform to mission, culture and values within the organization in the long-term. The author recommends that the most effective approach to acquire influence in an organization is to use both strength and warmth. The article uses the phrase “happy warriors” to mean that despite the challenges, success will be realized at the end (Cuddy, Kohut & Neffinger, 2013).

nConnections between the two Articles

nBoth articles suggest that an effective leader is able to influence others in order to achieve their goals. In addition, leadership does not take into account what a person achieve on his/her own. Instead, it focuses on what others are able to achieve through their help. Effective leaders are able to increase the performance level in the organization because they cultivate trust, respect and understanding among members in an organization (Kiron, Kruschwitz, Haanaes, Reeves, Fuisz-Kehrbach, & Kell, 2015).

nFurthermore, both articles pointed that leaders who view their own strength as more important as compared to others are less likely to get long-term success. Since they are not ready to share information and ideas, they are more likely to produce fear. Moreover, they are likely to establish an environment of maliciousness. On the other hand, collaborative leaders develop an environment, which enhance commitment and motivation (Sullivan, Williams & Jeffares, 2012). They initiate mutually beneficial targets and promote higher levels of morality, behaviours and motivation among their followers.

nReferences

nCuddy, A. J., Kohut, M., & Neffinger, J. (2013). Connect, then lead. Harvard business review, 91(7), 54-61.

nKiron, D., Kruschwitz, N., Haanaes, K., Reeves, M., Fuisz-Kehrbach, S. K., & Kell, G. (2015). Joining forces: Collaboration and leadership for sustainability. MIT Sloan Management Review, 56(3).

nRicci, R., & Wiese, C. (2011). The Collaboration Imperative: Executive Strategies for Unlocking Your Organization’s True Potential. Cisco Systems, Incorporated.

nSullivan, H., Williams, P., & Jeffares, S. (2012). Leadership for collaboration: situated agency in practice. Public Management Review, 14(1), 41-66.