I had the rare opportunity to interview Mr. Matthew, the chief executive officer of NEXT Technologies, a company that develops software and applications for mobile phones and computers. Many people have variously described the company as a rapid growing company and is likely to offer stiff competition to pioneer companies in the future. Before Mr. Matthew assumed leadership, the company was on a downward trend in regard to performance. The company was not making any significant revenue and often experienced challenges of paying its employees as well as settling other expenses. The relationship between the top management and the employees was also not good, with most of the time wrangles being reported between the executive and the employees. Additionally, the company also previously provided services meant only for the local market, which was not big enough. Nevertheless, Mr. Matthew was able to turn everything around, putting the company on an upward trajectory. NEXT Technologies currently not only provides software solutions for the local market but also for the international market. This article, therefore, discusses some of the notable leadership traits I observed from Mr. Matthew. It is also important to know that I chose Mr. Matthew because he has been my role model for a long time.
The first thing I observed of Mr. Matthew when I entered his office is that he prefers casual wear over official attire. As he later pointed out to me, he spends most of his time in what he called ‘studios’, special rooms where most employees develop the various software. He retorted that it is uncomfortable for him to wear a suit when in the studios. It is in the studios that the employees brainstorm, develop and experiment their ideas. Around the company, Mr. Matthew’s style is replicated among most of the employees. Mr. Matthew’s presentation also portrays a manager who is simple and that does not revere complexity. The other noticeable thing is Mr. Matthew’s warm smile and firm handshake. Those gestures put me at ease communicating with him. Whenever he explained something, he would use both hand gestures and facial expressions to stress his points. At no particular point did Mr. Matthew interrupt me when I asked questions. He would patiently wait till I finished and even sometimes nodded to spur me on.
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In regard to communication and competencies as a leader, I got several perceptions about him. The first is that he is a keen listener. As already mentioned, he did not interrupt me unnecessarily. Speculatively, he is most likely to replicate this trait to the company. Employees would find him likeable if he gives them time to address their grievances. Mr. Matthew also ensured that he had answered my questions conclusively and that I was satisfied with the answers. He is also seemingly a great problem-solver and that trait probably explains the reduced conflict between the top managers and the junior employees. According to Mr. Matthew, all employees can interact with him at any time. Since he is also a software developer and spends a significant amount of time in the studios, almost all employees get a chance to interact with him. Matthew believes in the old expression of leading by example and is the reason why he also participates in the development of computer applications. Also, the CEO pointed out that the studios had an open-office structure to foster the interaction among the junior employees, as well as, the senior executive members.
According to my observation as well as the views gathered from the CEO, he uses a democratic leadership style. According to Terzi & Derin (2016), democratic leadership, which is also known as participative leadership, assumes the form of group involvement which is encouraged by the leader in the process of making decisions. That means that responsibilities are delegated among the group members on top of the members being empowered. The most prominent aspect about this type of leadership is that the leader incorporates the opinions of the members when developing plans, goals, and policies. Leaders using such a leadership style recognize that individuals have the right to express themselves as well as suggest the manner in which they would like to be led. Leaders, especially those who are aloof from the employees may not understand their needs hence are prone to errors. Decisions that are made with the input of the employees most of the time result into conflict. It is also not wise for a leader to be perceived as authoritarian. Some employees may sometimes resolve to openly dissent or rebel such managers while the majority may lose the morale to work for the company. Even when employees continue working in companies that have authoritarian type of leadership, majority of them do not have an option and when better prospects arise, they will certainly submit their resignation letters.
As Mr. Matthew informed me, he organizes for a meeting for all members of the company at the end of every week. Apart from outlining the progress made during the week, employees have an opportunity to address any grievances they may have. During the meeting, the sitting arrangement ensures that the executive and the junior employs interact. That means that there are no two groups; the managers and those who are managed. Mr. Matthew believes that leaders only have added responsibilities and it does not mean that they should be different from the junior employees. Also, the leaders themselves at one point must have been junior employees and perhaps experienced segregation, which need not to be replicated. By having the leaders mingle with the employees, better work relationships are developed. Additionally, the morale of the junior employees is boosted.
Matthew insists that transparency, compassion, and honesty are key to effective leadership in organizations. Transparency begins at the recruitment process. That means that only competent employees are hired. Also, only employees who demonstrate exceptional performance should be promoted. Overly, leaders ought to demonstrate high ethical standards, such that their reputation is not questioned. As such, leaders need to avoid undesirable behavior such as engaging in fraudulent activities, or even reporting to work when drunk or under the influence of drugs. When administering punishment to employees who may contravene the rules of the company, it ought not to be done with the motive of causing shame to the particular employee, thus likely comprising the way other employees interact with the particular employee. Instead, as Matthew explained, leaders need to summon the particular employee in private. Also, not every mistake needs to be subjected to punitive measures rather; the leader can employee restorative measures such as telling the employee to change his conduct. That means that every employee needs to be given a chance to rectify his or her conduct and should only be relieved his or her duties if the undesirable conduct persists.
As a leader, Matthew recognizes the need for his employees to improve themselves. Especially because NEXT Technologies requires creativity and individuals to familiarize themselves with the latest technological trends, Matthew provides an opportunity for employees to upgrade themselves with regard to learning new skills and ideas direly needed in the company. Each year, different individuals are given opportunities to attend various global workshops, which are usually paid fully by the company. In addition, Matthew awards scholarships to employees who perform exceptionally. Also, the CEO ensures that the employees are motivated by developing various strategies. First, the company organizes outdoor activities, which are fully sponsored. Matthew holds that creative individuals need to have fun to enhance their creativity. Additionally, the company recognizes the most outstanding employees each year, who are awarded and most of the time promoted. The most prominent trait portrayed by Matthew is that he is result-oriented. But he does not believe in achieving results using the conventional methods such as pushing or commanding the employees to deliver. Instead, he uses an approach of motivation, where employees become loyal to the CEO and feel that it is their task to deliver. Employees would not like to fail their CEO who cares about their welfare and even works with them in the various studios. The employees would also strive to receive the lucrative awards that are given to the most outstanding employees. Ultimately, the output of the company will rise.
If I were Mr. Matthew’s coach, I would suggest that he sets goals to be achieved during certain periods by the employees. Setting goals gives the company a clear roadmap in regard to what is to be accomplished. Through attainment or failure to attain the stipulated goals, the CEO will be able to measure whether the company is making progress or not (Ukaidi, 2016). When there are no goals, it is difficult to ascertain whether the company is making any achievements. If the company fails to attain its goals, the CEO will discuss with the employees as well as other senior managers on what needs to be rectified. Also, setting goals challenges employees to give their best. When an employer succeeds in doing particular tasks which form part of the goals, they feel motivated to solve any other tasks that may be allocated to them.
References
Terzi, A. R., & Derin, R. (2016). Relation between Democratic Leadership and Organizational Cynicism. Journal of Education and Learning , 5 (3), 193-204.
Ukaidi, C. U. (2016). The influence of leadership style on organisational performance in Nigeria. Global Journal of Human Resources Management , 4 (4), 25-34.
