Leadership and the Politics of the Organization

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1. Your assessment of the practicality of Dr. Kennedy's advice, (please be specific in your references)

Dr. Kennedy makes some interesting observations about the younger generation of workers and how they differ from the "baby boomers" and implications for leadership. Based on her analysis, she makes some practical advice:

? For example, she advises executive physicians to practice leadership, not management. This is somewhat problematic, as management is both managing and leading. Management always has organizational responsibilities, as well a leading. The main aim of a manager is to maximize the output of the organization through administrative implementation through four functions: organization, planning, staffing, directing and controlling (The Difference Between Management And Leadership).

? Practicing inclusion with a vengeance is another interesting point made by Kennedy, giving the example of the executive physicians persuading and including younger workers, even when (due to generational differences) they do not seem interesting in participating or refuse to come to meetings (Kennedy, 1998). This is an essential part of being an effective leader, as inclusion is imperative to an effective work environment

? Kennedy's advice to executive physicians to practice 'modesty and consideration and demand both' sounds good in theory. She argues, for example, "Worker tolerance for the divine right of kings and queens is nonexistent in today's workplace. Watch your expense account. Have you any idea how much younger workers resent physician executives who spend heavily on travel and entertainment?" This seems somewhat unpractical that executives are expected to tailor their lifestyle to please the younger workers. However, consideration is important, but perhaps she is taking it a little too far, and making broad generalizations about young workers, as if they are all the same (Kennedy, 1998).

? To 'act on rumor and not await confirmation' is good advice for leaders. Complaints need to be dealt with immediately to diffuse potential problems through quick solutions. This is essential to effective leadership. Kennedy argues that if not, workers will just move on (Kennedy, 1998). Indeed, "political acumen of leaders is put to test when dealing with aspects such as change management and crisis management. In such situations leaders need to quickly identify the group which is going to support them and build a strong coalition with counter strategies backed by overwhelming facts and reasons before the war begins thereby preempting a war" (Leadership and Organizational Politics).

? Kennedy also advises executives to 'aggressively collect allies' referring to the younger workers because executives may need the young workers in future as a reference. She argues that "the young are not aggressive networkers but they don't hesitate to give good references for bosses they've judged competent." (Kennedy, 1998). This seems somewhat unpractical, at least the reasoning for rallying the younger workers.

? Kennedy's advice to executive physicians about 'understanding the politics of voice mail' might be unpractical at times, since she is arguing that every voice mail should be answered the same day to meet the needs of the young workers who think voice mail should be answered the same day. Time might not permit this (Kennedy, 1998).

Kennedy points out that the younger workers define power differently than the executive physicians. Position power isn't personal power for the ...