Peer respond to your classmate post below:

"What are your thoughts about the Charlene Li video: " Giving Up Control"? What did you learn from this talk?

I thoroughly enjoyed Charlene Li's video, "Giving Up Control." One key takeaway was her point that employees are unlikely to speak up or engage unless they believe it will lead to progress for both them and the organization. Li, (2014).. She also emphasized the importance of leadership beyond titles, noting that a true leader's influence isn't confined to their rank. Lastly, she highlighted that managers should act as facilitators rather than gatekeepers of information.

What are the key principles in the Control quadrant? In what situations or types of organizations might Control be the preferred style of leadership or management?

Key principles within the control quadrant involve ensuring continuity and stability through processes like planning and coordinating projects, monitoring performance, ensuring compliance, and organizing information flows. Li, (2014). This style of leadership is prevalent in corporate America, especially in large-scale projects. For example, a new program rollout that has been in the works for over two years relies heavily on control mechanismsflowcharts, monitoring, and strict project coordination. This project, which involves coordination across multiple departments, numerous weekly meetings, and stringent adherence to timelines, is on track to launch in January. While this level of control can be overwhelming, it's proving necessary to meet the deadline.

How can a Control leader/manager also empower and engage the team members?

I strongly resonate with her insights on engagement and leadership. A true leader inspires followers regardless of their official position. Most importantly, I agree that managers should be facilitators, not bottlenecks. This issue often arises when personal ego outweighs the organization's best interests. Quinn et al. (2015). Regularly involve team members in discussions, especially when decisions affect their work. Ask for their opinions and ideas, and seriously consider their feedback.

Encourage a culture where team members can voice concerns and suggest solutions. This not only empowers them but also fosters a sense of ownership.

Example of Control Approach in My Organization:

In my current job, as a project manager. I run a few projects simultaneously. I have 4 project managers reporting to me. The situation demanded strict adherence to deadlines and regulatory standards, key aspects of the control quadrant. All decisions, from choosing software tools to minor design changes, must go through you. Team members are expected to consult you before making any decisions, even those that might seem minor. Quinn et al. (2015). You control the project's budget closely, approving every expenditure, no matter how small, to ensure it aligns with the project's financial plan.

You assign specific tasks to each team member and provide detailed instructions on how to complete them. There is little room for team members to interpret tasks in their own way or suggest alternative methods

What paradox did you find in this quadrant?

I found the paradox in that humans want rules but also resist in particularly insightful (Quinn et al., 2015, p. 155). When faced with chaos, we instinctively crave rules or boundaries, yet we resist them when they impede our desires or goals. A perfect example is speed limit signsthey're designed to enhance safety, but how often do we strictly follow them?

References

Frei, F. (2018, April). How to build (and rebuild) trust. | TED Talk. https://www.ted.com/talks/frances_frei_how_to_build_and_rebuild_trust?language=english

Li, C. (2014, September). Effective leadership in the digital era. | TED Talk. https://www.ted.com/talkscharlene_li_efficient_leadership_in_the_digital_era?subtitle=en

Quinn, R. E., Bright, D. S., McGrath, M. R., Thompson, M. P., & Faerman, S. R. (2015). Becoming a Master Manager a Competing Values Approach. Wiley"

- Hilton