Management theorist have dozens of models of leadership, a typical explanation offered as
There are two principal ways to identify the leaders of a group
This unfortunately is the general standard of identifying leadership in technology organizations. The two principals, especially the second, appear to be scientific, but are based on the opinions of the members or observers, and their ability to identify effective influencing actions.
Consider the hypothetical scenario of 4 programmer, Arnie, Phyllis, Weber and Martha assigned the task of identifying and fixing a bug in a critical software component. The bug is preventing the deployment of a new version of the software at a customers site with the company losing thousand of dollars each day due to the delay.
All 4 programmers are locked in a room troubleshooting the issue, Arnie, Phyllis and Weber are involved in a discussion determining the best course of action to identify and address the issue. The conversation is as below.
Arnie : We should set up a staging deployment that allows us to isolate the bug in a test scenario to allow us to fix it.
Phyllis : I have attempted this already on a smaller deployment on my developer machine and was not able to identify the root cause.
Weber, looking at Phyllis : Do you think having a subset of the data being used in production would be a better alternative when testing in staging?
Phyllis : May be, however my test cases were fairly exhaustive. I am not confident that obtaining a snapshot of production data will be useful. Moreover taking the snapshot and making it available for testing in staging will delay our fixing the root cause.
Arnie : I agree with Phyllis on the time it will take us to bring in a snapshot of production data. We should approach this situation by taking a two pronged strategy. Phyllis and I will work on setting up the staging environment and creating additional test cases. Weber, please take Martha's assistance to obtaining the snapshot of production data and loading it onto the staging data stores. This will allow us to potentially fix the issue earlier than having production data and no later than tomorrow once we have the data available.
Arnie, Phyllis and Weber are in agreement on the approach.
Arnie looking at Martha, who has her nose buried in a print out for the entire duration of the conversation, asks, "Martha, do you agree with this approach?"
Martha, looking up briefly, nods her head.
Take a minute to evaluate for yourself the leader of the group, rank the 4 people involved in the conversation from a leadership stand point. Who among them had the greatest frequency of "effective influencing actions". If you are like most people you will at this time agree that Arnie was the leader of the group. Most management theorist in the industry will agree on this assessment. Martha's actions were easy to record, she was like a zombie through the entire meeting, studying the printout of the erroneous program. She said nothing, made no gestures and did not even smile or frown.
The conversation continues ...
Arnie : OK, I think we are in agreement, let us meet at 6 PM for a quick status update.
Martha, interrupting Arnie, holding out the print out she was poring over : I have found the issue, -- pointing to a line of code --, this should be 0x8261A004 not 0x8261A003.
Arnie, Phyllis and Weber resume their animated decision which continues for an additional 30 minutes while they consider test cases from everyone and scenarios that would cause the code to execute. They terminate the meeting, after they had convinced themselves that Martha was indeed correct.
Take a moment, once more the evaluate for yourself who was the most influential and effective leader in the group.
Management theorist, especially those from non technological industries or even those who were mediocre engineers who have transitioned to management and learn about leadership using guidelines like those specified at the beginning, continue in the belief that Arnie is the most influential and leader of the group.
However in terms of solving the problem, the table of effective influencing actions should have read Martha, 1 action, Arnie, Phyllis and Weber, 0 actions.
In summary, Martha clearly had the only "effective influencing action" in terms of solving the problem at hand. However all of Arnie, Phyllis and Weber displayed leadership by not demanding that Martha become an active participant in their discussion, allowing her the freedom to approach the problem in a manner that is most effective for her.
There are two principal ways to identify the leaders of a group
- asking the members to identify which members they regard as most influential in directing the group, or
- asking observers to name the most influential members, or to record the frequency of effective influencing actions.
This unfortunately is the general standard of identifying leadership in technology organizations. The two principals, especially the second, appear to be scientific, but are based on the opinions of the members or observers, and their ability to identify effective influencing actions.
Consider the hypothetical scenario of 4 programmer, Arnie, Phyllis, Weber and Martha assigned the task of identifying and fixing a bug in a critical software component. The bug is preventing the deployment of a new version of the software at a customers site with the company losing thousand of dollars each day due to the delay.
All 4 programmers are locked in a room troubleshooting the issue, Arnie, Phyllis and Weber are involved in a discussion determining the best course of action to identify and address the issue. The conversation is as below.
Arnie : We should set up a staging deployment that allows us to isolate the bug in a test scenario to allow us to fix it.
Phyllis : I have attempted this already on a smaller deployment on my developer machine and was not able to identify the root cause.
Weber, looking at Phyllis : Do you think having a subset of the data being used in production would be a better alternative when testing in staging?
Phyllis : May be, however my test cases were fairly exhaustive. I am not confident that obtaining a snapshot of production data will be useful. Moreover taking the snapshot and making it available for testing in staging will delay our fixing the root cause.
Arnie : I agree with Phyllis on the time it will take us to bring in a snapshot of production data. We should approach this situation by taking a two pronged strategy. Phyllis and I will work on setting up the staging environment and creating additional test cases. Weber, please take Martha's assistance to obtaining the snapshot of production data and loading it onto the staging data stores. This will allow us to potentially fix the issue earlier than having production data and no later than tomorrow once we have the data available.
Arnie, Phyllis and Weber are in agreement on the approach.
Arnie looking at Martha, who has her nose buried in a print out for the entire duration of the conversation, asks, "Martha, do you agree with this approach?"
Martha, looking up briefly, nods her head.
Take a minute to evaluate for yourself the leader of the group, rank the 4 people involved in the conversation from a leadership stand point. Who among them had the greatest frequency of "effective influencing actions". If you are like most people you will at this time agree that Arnie was the leader of the group. Most management theorist in the industry will agree on this assessment. Martha's actions were easy to record, she was like a zombie through the entire meeting, studying the printout of the erroneous program. She said nothing, made no gestures and did not even smile or frown.
The conversation continues ...
Arnie : OK, I think we are in agreement, let us meet at 6 PM for a quick status update.
Martha, interrupting Arnie, holding out the print out she was poring over : I have found the issue, -- pointing to a line of code --, this should be 0x8261A004 not 0x8261A003.
Arnie, Phyllis and Weber resume their animated decision which continues for an additional 30 minutes while they consider test cases from everyone and scenarios that would cause the code to execute. They terminate the meeting, after they had convinced themselves that Martha was indeed correct.
Take a moment, once more the evaluate for yourself who was the most influential and effective leader in the group.
Management theorist, especially those from non technological industries or even those who were mediocre engineers who have transitioned to management and learn about leadership using guidelines like those specified at the beginning, continue in the belief that Arnie is the most influential and leader of the group.
However in terms of solving the problem, the table of effective influencing actions should have read Martha, 1 action, Arnie, Phyllis and Weber, 0 actions.
In summary, Martha clearly had the only "effective influencing action" in terms of solving the problem at hand. However all of Arnie, Phyllis and Weber displayed leadership by not demanding that Martha become an active participant in their discussion, allowing her the freedom to approach the problem in a manner that is most effective for her.