Appointed and Emergent Leaders - Competence, Commitment, and Respect

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An firm comprises one or more organizational units composed of groups and teams. A group is a "loosely-coupled" set of individual contributors formed colse to tasteless work, primarily by function. A team is a "tightly-coupled" set of individuals working together, whether voluntarily or involuntarily, and sharing mutual accountability. Ideally, the entire firm is a team, lead by the chief executive, and consisting of sub-teams both within and over functions.

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An appointed leader is an individual assigned by a higher authority to an organizational unit, commonly in a managerial capacity, or to a team. A leader can also be appointed by the team itself, whether from within or recruited from the outside. As a manager, they may be given an valid title, but in reality they have to earn the "leader" title by transforming a group into a team, or by enhancing an existing one. A team that becomes demotivated degrades to a group and can become dysfunctional.

An appointed leader will be respected, but not critical liked, if they have the competence and commitment for the role, and if they treat others fairly consistent the values and guiding ideas of the enterprise. In fact, if the leader is respected, the team will compensate for gaps in their competence by sharing responsibility mutually to get things done.

Appointed leaders are tasteless in institutional enterprises that are very structured. Appointments should be made based upon competence and commitment, and possible for the hereafter growth of the appointee, the enterprise, and its constituencies. However, appointments may be made on the basis of political intentions by those with vested interests about authority and power. As such, the appointee may "win" but the firm and its constituencies may lose.

An emergent leader develops organically from within a group or team, whether because the group is not a team, or because the appointed leader is not performing. Emergent leaders evolve because of need; they have a "can do" mindset but are not individual contributors. They can construct an environment for motivating others to build responsibility mutually. Emergent team leaders can evolve anywhere in the firm where there is a need.

Independent contributors are those who have strong functional knowledge and technical skills but lack the skills required to attract followers. Independent contributors are very critical if they can generate ideas that others can transform into value. If an individual contributor does not have competence and commitment and cannot adapt to partake as a team player, then their opportunities for advancement beyond menial tasks are limited.

Emergent leaders are tasteless in entrepreneurial enterprises where roles, responsibilities, and activities are often vague and unstructured. They take solutions, not problems, to the entrepreneur or supervision that have "buy in" from others. They may become appointed leaders or they may never be formally recognized at all. However, it is commonly widely understood within the firm as to who got the job done, sometimes in spite of others. Emergent leaders are well respected.

Those in a higher authority should pay attentiveness as to how managers are performing as leaders, and to those who are the real leaders. Candidates for executive positions must be able to attract followers and build teams, or else the firm and its organizational units may degrade should they be appointed. An executive's vigor is dependent upon enterpriship competencies, not necessarily just branch area domain expertise.

Enterpriship comprises entrepreneurship, leadership, and supervision competencies.

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