I Know it when I see it : how local government managers see leadership differently
By: FAIRHOLM, Matthew
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ArticlePublisher: Washington : Internacional City/County Management Association ICMA, October 2006 PM Public Management 88, 9, p. 10-15Abstract: If want to understand what leadership really is, why not ask local government managers? They practice leadership every day. And a recent research project didi just that. Local government managers were asked: "What is leadership?" The managers' answers were thoughtful but inconsistent. One manager, for example, said, "Leadership depends on who is in charge of the organization, operation, or project." but another manager said something quite different: "Leadership is developmental in nature, helping guide others to the next level or work and as a person. Therefore, interpersonal skills are imperative. You need to know yourself and help others know who they are. When you get the inward issues taken care of, then you can handle the outward issues. I ask my staff to look in the mirror and ask the questions: Who am I? Where am I? Am I the person I think I am?" The differences between the views of these two managers are stark indeed. In the research, I have surveyed and interviewed hundreds of local government managers in the states of Maryland, Minnesota, Nebraska, South Dakota, and Virginia, as well as in Washington, D.C., and saw great differences in how managers personally viewed management and leadership
If want to understand what leadership really is, why not ask local government managers? They practice leadership every day. And a recent research project didi just that. Local government managers were asked: "What is leadership?" The managers' answers were thoughtful but inconsistent. One manager, for example, said, "Leadership depends on who is in charge of the organization, operation, or project." but another manager said something quite different: "Leadership is developmental in nature, helping guide others to the next level or work and as a person. Therefore, interpersonal skills are imperative. You need to know yourself and help others know who they are. When you get the inward issues taken care of, then you can handle the outward issues. I ask my staff to look in the mirror and ask the questions: Who am I? Where am I? Am I the person I think I am?" The differences between the views of these two managers are stark indeed. In the research, I have surveyed and interviewed hundreds of local government managers in the states of Maryland, Minnesota, Nebraska, South Dakota, and Virginia, as well as in Washington, D.C., and saw great differences in how managers personally viewed management and leadership
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