Dilemmas of Executive Leaders

This sort of a manager is additional likely to become interested in benefits as component of his management strategy. Similarly, managers who are clear and precise may possibly also favor a top-down procedure to management rather than bottomup approach, and can be comfortable with confrontation like a management technique. Traditionally, these executives exhibit characteristics of transactional leaders (Valle, 1999).

On another hand, executives who are more flexible in their dealings with others are also far more probably to be comfortable working inside a bottom-up environment rather than a topdown environment. For these executives, program is being valued more than substance because procedure can, inside long-run, yield powerful results. These leaders are possibly to seek consensus rather than confrontation. Traditionally, executives with these leadership characteristics are transformational leaders (Friedman, et al, 2000).

Through the years, transactional and transformational leaders, along with executives who favor Theory X or Theory Y, have waxed and waned in approval by management analysts. Transactional leadership fell from favor with their command structure leadership system during the 1970s and 1980s, even though transformational leadership became popular. During the 1990s, after the so-called "new" economy took hold, transformational leadership means were specially popular.

Another essential assumption is that managers are in a position to determine what are tangible and intangible problems from the first place. Even the same transaction can also be viewed differently by managers according to their perspective. As an example, a business might hire staff on the goal of completing their training in anticipation of an enhance in demand from the future. An executive using a tangible orientation may perhaps view this as a short-term price which the company could get rid of in order to boost its earnings. An executive with an intangible orientation would see this as strategic planning and leave it on the "bean counters" to discover a method to fund the employees until (and if) the cash flows enhance to assist the employees. If the intangible manager is incorrect in his time estimates of when the demand will increase, the money flow dilemma may well turn into essential enough to wherever the employees (and possibly others) are laid off.

One on the most significant assumptions concerning the longterm performance from the business is that the difficulty presents exclusive choices. That is, if a manager chooses to emphasize short-term profitability, long-term prospects are necessarily compromised. Though this can be undoubtedly true to some extent, it is not absolute. There are many situations in which intangibles is also included inside a manager's process even once the emphasis itself is on tangible outcomes. The challenge to managers facing this dilemma is in determining the optimum balance among the two extremes. However, some organizations have emphasized short-term profitability more than long-term planning virtually on the exclusion from the latter with the result that they have been compromised in their potential to succeed (Suutari, 2002).

As with any problem facing executives, there is no a single resolution which will prove to be the correct alternative for all men and women and for all companies.

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