Ch. 2: Operational Role (1 of 2)

Now let's move onto Chapter 2 and look at valuable character traits of leaders in an operational role and a collaborative role. 

The text lists several leader characteristics such as those listed in Exhibit 2.1 (Daft, 2018). These  characteristics can be varied depending on which style of leadership the individual has. 

OPERATIONAL ROLE

Let's begin with identifying three of the above traits that might be valuable to the operational leader role. In order to do that we need to know what an operational role may include. Often, an operational leader is someone who sees how all the pieces of the organization fit and work together and their focus is on how systems and processes can be improved so that things work better or more efficiently (Maxwell, 2004). The text describes this role to be a more vertical oriented management, where the leader has more control over the resources and the people, such as a division President (Daft, 2018).

When determining which of the personality trait characteristics are important to the operational role, the first one that pops out is... 

When you are a problem solver by nature and are generally the one to create solutions, policies, and general guidelines, you better know what you're talking about. Self-confidence is very important to have in an operational role. Many would argue that you cannot be an effective leader without self-confidence. I am sure there are definite exceptions to that, but for the purpose of an effective operational leader one would require a certain level of self-confidence. 

Another trait that would be of great importance to an operational leader role is...

These leaders need to know the who, what, when, why, and how things work in their organization. They will have the appropriate skills and backgrounds to identify and solve issues and problems as they arise. They also will utilize these skills often to avoid problems and issues all together. At least that is the ideal situation. The text describes these leaders as analytical and knowledgeable with the ability to translate their vision into one others are passionate about (Daft, 2017).

In determining the third character trait, I see several others that would be important. But the one that sticks out the most that an operational leader would need to have is...

A lackadaisical approach doesn't get these leaders to where they are. No, it takes grit, determination, drive, and a beast of a desire to excel. Many motivational speakers state that intelligence is not the biggest predictor of success, but grit and drive are. And these leaders often prove that to indeed be the case. While a great amount of intelligence is needed to be a great operational leader, the drive and desire to excel is what pushes them past where their knowledge and intellect would be limited.

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