Examples of Leadership Roles
Leadership comes in many forms. Within a business, both formal and informal leaders emerge to shape and influence its growth and operations. Owners of small and growing businesses have to keep an open eye and mind -- both looking for ways to harness leadership potential and to prevent unexpected forms of leadership that may be counterproductive to a business' health and functioning.
Owners
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Business owners and founders are often leaders in small to medium-sized businesses. Because they are frequently entrepreneurs bringing their vision to life and working for their own success -- rather than just passive investors -- owners are natural leaders. After all, one of the reasons people go into business is to become their own boss -- and perhaps the boss of others. At the same time, not every business owner has management experience or training; some take management courses and seek professional advice to become effective leaders.
Managers
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Mid-level managers are also important leaders -- especially in small businesses. As a business grows, owners realize they can't do everything or work all the time. That's when hiring managers to help oversee various aspects of operation becomes necessary. The sales manager of a family-owned car dealership is an important figure in setting employee culture and approach to business. Similarly, the weekend manager of a dry cleaner may be the only face some customers ever see. Her attitude and manner are critical to her business' reputation.
Informal Leaders
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Smart business owners know that the quality of their teams is critical to success. Sometimes, particularly knowledgeable staff members become informal leaders -- people to whom everyone else turns. It may be that they're effective problem-solvers or affable with customers or have a particular technical expertise. Owners can seize the opportunity presented by a natural leader by harnessing her abilities and taking maximum advantage of her skills.
Project Leaders
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Businesses can develop employees' skills by allowing them short-term leadership roles. Taking charge of special projects or organizing presentations and events are ways to give employees extra responsibility within a limited context. As people become effective in limited objective leadership roles, they may be able to take on larger responsibilities and roles -- making them ideal for later advancement. Companies often use this method to develop future leaders, preparing for succession, turnover and growth.
References
- Duke University: Delegating to Managers; Chifeng Dai, et al.; 2003
- Inc.; How to Assess Your Leadership Skills; Tatiana Serafin; August 2011
- Inc.; 10 Things You Should Never Micromanage; Darren Dahl; August 2010
- Harvard Business School; Working Knowledge: The Essence of Leadership; Jonathan Byrnes; September 2005
- The Leader's Institute; Employee Leadership Development; Doug Staneart
Writer Bio
Eric Feigenbaum started his career in print journalism, becoming editor-in-chief of "The Daily" of the University of Washington during college and afterward working at two major newspapers. He later did many print and Web projects including re-brandings for major companies and catalog production.