Are you a Plow Horse or Show Horse (Application to Self)

Though this blog was assignment specifically mentions the Yukl summary and the Level 5 Leadership, they were the two behavioral models/theories I found most compelling. Yukl theory to determine the effectiveness of either task-oriented or relations-oriented leadership is based off “subordinate satisfaction, subordinate performance, and ratings of leader effectiveness by superiors.” What they basically found is that relation-oriented leadership behavior is most effective when being supportive, developing subordinates’ skills, and providing praise and reward. Task-oriented leadership behavior is most effective when planning work activities, clarifying rules and objectives, and monitoring operations and performance. What I find compelling about this theory is that it breaks down and provides the guidelines for which behaviors of task or relations-oriented work most effectively in certain situations. We can apply this theory by looking at the task or relations-oriented leader, seeing what behaviors they engage in and how effectively those behaviors worked in the three categories relative to subordinates. In addition, though it does provide research and understanding of effective leadership, it does not have the research to understand effective leaders adapting their own behaviors according to the situation. I personally find myself to be a more task-oriented person. I like check lists, plans, and getting things done efficiently and effectively. How I plan my week is by writing every single thing to do down on the appropriate days to do those tasks to get them done in time. I like when my leader gives me tasks and telling me the plans that way I know what to expect and what needs to be done. However, I do value relationships. I believe it is important to cultivate them because it inspires loyalty. Personally, I love when I can connect to a manager, but relation-oriented behavior is still something I am working on enhancing. So, though I find Yukl interesting, Level 5 Leadership explained by Jim Collins, has by far been my favorite.

Collin breaks down leadership styles into a pyramid, Level 5 executive being on the very top. He describes a Level Five Leader as an “individual who blends extreme personal humility with intense professional will.” These types of leaders put aside their ego and self-interest and instead focus their high intensity level of ambition on the company and what best for it. They have compelling modesty where they credit success to their team and take responsibility for failure. They have “unwavering resolve,” a kind of determination that does not waver, does not falter, that needs to produce results. I think the one part of this that really stuck with me the most is the concept that that a level 5 leader is “more plow horse than show horse.”

I believe this caught my attention so much because it contradicted a main characteristic that so many people in many of my classes list off when describing a great leader, charisma. Before when I thought of a leader, I would picture this being with light shining around them, the kind of person who presence and persona that demands to be recognized, noticed, and followed. You’re attracted to their bright personality. But Collin contradicts this, and I believe him. In all the level 5 leaders he gave examples of, they were the plow horse. The horse that worked incredibly hard, with this unresolved drive to succeed. They did not need to be recognized for their efforts, for their ego was not the reason for their ambition. They are people completely dedicated to do what needs to be done to go from good to great. They did not become great by having charisma. They became great from their own personal resolve. People did not follow them because of their personality. They followed them because of their actions. It’s these types of leaders that will attract and find the right people to put in the right spots on their bus. I just found this to be an “ah ha!” moment. It’s something that will stick with me for the rest of my life. Furthermore, we can apply this theory by looking at the leaders’ actions. Do they look in the mirror or out the window when giving out credit for successes? Do they set their successors up for success? Is their main focus of their success their ego or the well-being of the company? Do they have resolve to make the hard decisions? To see if the leader is a Level 5 Leader we must look at their actions and their results. Applying this to myself, I have realized that though I am no level 5 leader, or at least not yet, I am much more of a plow horse than a show horse. I work incredibly hard and have this insane drive to succeed and do well, not because I want to show off my accomplishments, but because I love the personal thrill of accomplishment. Or if I am in a team environment, I work hard not because of my ego, but because I have people who are counting on me to get my job done so that we can all succeed in reaching our vision. I think this spoke to me so much because there has always been this pressing thought that maybe because I do not have this bright charismatic personality that I could never be a great leader. Collins showed me that with my fanatic ambition and lack of need for the spotlight, that maybe I could become a level 5 leader.