Becoming A Manager Means You No Longer Solve Problems Yourself Instead
Becoming a manager means you no longer solve problems yourself instead you give the skills and guidance to your employees to solve (MATSUDAIRA, 2019). I would like to discuss growth, mentoring, and people management. As a Marine, I experienced great leaders and mentors that continually focused on my growth. Once a month I was given a one-on-one evaluation. The evaluation explained the pros and cons of my work ethic.
I was given ideas and advise on how to better improve my skill set. Secondly, I would like to touch on trust. Like every line of work, there's always that one manager or supervisor that micromanages. Micromanaging can have a big impact on multiple things such as tearing morale, causing hostility within the workplace, and increasing turnover rates. Ultimately it does go both ways because to be a great manager you first must learn to be a great employee.
As a current deputy, sergeants and corporals come and go quite often for several reasons. With that being said, I get a fair share of experiencing a different style of management. I have had some supervisors that allowed me to figure it out on my own and if I had any questions, they were there anytime I needed help. I’ve also had supervisors that were over my shoulder from the beginning of shift to the end of shift. It was very stressful to the point where it was discouraging because I felt that there was no trust and my ability was not up to par. ‘You cannot keep your eye on every single project and person every single day, but you can set up systems that allow you to keep in touch with the work being done on your team so you can communicate effectively with your peers and your leadership.’ (MATSUDAIRA, 2019, p. 46)
Paper For Above instruction
The transition from an individual contributor to a managerial role fundamentally shifts the way problems are addressed within an organization. As emphasized by MatsuDaira (2019), effective managers do not solve every problem personally but instead empower their employees through skill development, mentorship, and strategic guidance. This shift fosters an environment of trust and autonomy, which is essential for both personal growth and organizational success. This essay explores the importance of growth and mentoring, the role of trust in management, and the impact of different management styles on team dynamics, drawing insights from personal military experience and academic literature.
Growth and Mentoring as Pillars of Effective Management
Leadership rooted in mentorship facilitates the professional growth of team members, which is critical in developing a competent and motivated workforce. In the military, mentorship programs are integral to leadership development, emphasizing continuous evaluation and feedback to improve individual performance (MatsuDaira, 2019). Regular performance reviews, such as the monthly evaluations experienced during military service, serve as platforms for constructive feedback, fostering skills enhancement and boosting confidence. Such practices underline the importance of investing in employees’ growth as a core managerial responsibility.
Mentoring extends beyond formal evaluations; it involves creating an environment where team members feel supported and valued. This approach aligns with transformational leadership theories, which posit that inspiring and motivating subordinates enhances their potential and commitment (Bass & Avolio, 1994). Managers who prioritize growth and mentoring cultivate loyalty and reduce turnover, as employees are more likely to stay in environments where their development is invested in and recognized.
The Significance of Trust in Management
Trust is a fundamental component of effective management, influencing motivation, job satisfaction, and team cohesion. The experience of micromanagement versus autonomy reflects disparate management philosophies that significantly impact employee morale. Micromanaging, characterized by excessive oversight, can cause frustration, reduce initiative, and foster hostility within teams (Liden et al., 2014).
Conversely, empowering employees with trust encourages independence, innovation, and accountability. As noted by MatsuDaira (2019), establishing systems that promote communication and oversight without encroachment enables managers to maintain a pulse on team progress while respecting autonomy.
Balancing oversight with trust requires managers to develop systems that facilitate effective communication. For instance, implementing regular check-ins, progress reports, or digital dashboards allows managers to stay informed without micromanaging. These systems support a culture of trust, improving morale and reducing turnover, which is vital for long-term organizational health (Dirks & Ferrin, 2002). The military example highlights that a manager's role is to create environments where employees can operate independently yet remain aligned with organizational goals.
Management Styles and Their Impact on Team Dynamics
The contrast between authoritarian and participative management styles demonstrates different outcomes on team effectiveness. Authoritarian managers, who micromanage and exert strict control, often suppress
creativity and initiative, leading to high stress and dissatisfaction. On the other hand, participative managers foster collaboration, trust, and problem-solving capacity within teams (Vroom & Jago, 1988). The military experience underscores that managers who trust their subordinates and delegate appropriately not only improve morale but also enhance overall mission performance.
Research indicates that transformational management approaches, emphasizing support, empowerment, and communication, are most effective in dynamic environments (Bass & Avolio, 1995). They promote a culture where employees are encouraged to develop leadership skills themselves, fostering resilience and adaptability. The military's success stories exemplify this, where leadership development through mentorship and autonomy results in highly competent teams capable of addressing complex challenges effectively.
Conclusion
Transitioning into a managerial role necessitates a shift from solving problems personally to fostering an environment where employees are equipped and empowered to do so. Growth and mentoring serve as cornerstones of this transition, enabling personal development and enhancing team performance. Trust remains a vital element, influencing morale and productivity, with systematic communication playing a crucial role in establishing effective oversight without micromanagement. Management styles significantly affect team dynamics; empowering approaches lead to more innovative, resilient, and satisfied teams. Lessons learned from military leadership underscore the importance of trust, mentorship, and systemic support in cultivating effective managers who can lead their teams toward sustained success.
References
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
Bass, B. M., & Avolio, B. J. (1995). MLQ: Multifactor Leadership Questionnaire manual. Mind Garden.
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic evidence and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628.
Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit outcomes. Leadership Quarterly, 25(3), 606–624.
Vroom, V. H., & Jago, A. G. (1988). The new leadership: Managing participation in organizations.
Prentice-Hall.
MatsuDaira, K. (2019). The Evolution of Management. Communications of the ACM, 62(10), 42–47.