Summary Adequate Leadership. The Skillful Entrepreneur

The reading talks about the most correct way in which leadership should be exercised over the employees of our organization. A leader is a person who has the gift or the power to influence others, despite not having a high hierarchical level, to successfully achieve the objectives together.

There is a great dilemma that a leader is born and not made; I believe that this is not true, since there are people who have this gift from a young age and direct or influence those around them with a great facility, however others can develop skills, through some techniques, that allow us to guide our staff in the best way way.
Being an adequate leader is the one that achieves that his subordinates act satisfied and with total conviction, to achieve the organizational goals.

There are some theories about leadership, the first is that of traits where it is precisely said that the leader is born, it is not known. does and as I said before I feel that this is wrong, since one can acquire, through experience, attitudes of leadership.

Another theory is the one that analyzes a dimension of the leader's behavior and tells us that to have a ideal behavior as such it is necessary to maintain a balance between productivity and relationships human. By maintaining it, I consider that all the functions and all the resources of the organization would be used properly.

The X and Y theory of Douglas Mc. Gregor are totally opposite, since in X the subordinates think that the activities they carry out are unpleasant; They are people without convictions; They do not like certain responsibilities to be delegated to them and prefer authoritarian bosses who pressure them to carry out their tasks; They do not have the ability to resolve any situation that comes their way; and they do not feel with levels of self-esteem and self-realization, in conclusion they are totally apathetic to any activity or function they have, both within the organization and outside it. Whereas theory Y has self-directed people who work efficiently; they know how to face any problem; they have their levels of motivation perfectly defined; and they have aspirations, both personally and professionally.

Therefore the leader who is in charge of either of these two behaviors must use means to end the negative points of theory X or promote points of Y so that staff continue to perform adequately.
On the other hand there is the Z theory of William Ouchi, which balances the previous two. This suggests determining the organizational culture to have a work environment of total cordiality and trust; have a cooperative mindset; allow participation in the decision-making of the company to make employees feel part of it; develop work teams; rotate personnel to avoid specialization and promote knowledge of all the tasks performed in it; and take into account that human resources are essential for business success.

The leader who implements this theory must take into account the importance of personnel and comply with each of the aforementioned points for it to work for him.

White and Lippit's theory of leadership styles generates three types of leaders: the autocratic, the democratic, and the Laissez Faire. The first determines what is going to be done, how, with what, who and when, it does not allow the minimum participation of the employees; the second allows the staff to suggest, comment and make decisions together, they carry out their activities without being overly supervised; while the latter is the one that lets do, lets go. It is the extreme, since it gives complete freedom to the staff and he is the one who does not participate in the decisions or in the activities of the organization.

Finally, we have Blake and Mounton's managerial grid theory, which by means of a graph determines the degree of interest that a leader has in people and in the tasks they have. He has leadership styles like (1,1) which is lose-leave. He has little interest in both workers and tasks. The (1,9) is the friendly assistant who is very interested in social relationships and not in the activities that are carried out. The (5.5) is the conciliator, the one who is interested in a balanced way between relationships and tasks, but does not do it sufficiently. The (9,1) is the win-lose and that is only interested in production, it is dehumanized. And finally there is the (9,9) which is the integrator-problem solver, which is the most appropriate since it shows great interest in both areas.

As a conclusion, I could say that to be a great leader you have to analyze which are the best theories or what points we can get from any of them. We must not lose sight of the fact that our human resource is the most valuable and that we must always maintain an atmosphere of cordiality so that they feel satisfied in the company and motivate them to carry out their activities efficiently, thus achieving high productivity in the company, reaching the objectives previously set out in a successful.

I agree with the reading that a leader has three primary and key tasks. The operative since the results of the company depend on him, the innovative one because he creates the future of it and the top management since he will provide the organization with the course of action to follow and govern it in the best way way.
This book is very interesting and dynamic, since it allows you to participate and do a self-analysis to define what kind of leader you are and what kind of leader you are. recommends what is the best way to act as such and what are the main functions and rules that one must follow to achieve leadership suitable.