Leader Of The Pack: School of Management Review

Being an effective leader is instrumental in the green industry professional's role as a manager.

A good leader is more than a boss who passes out a holiday bonus at the end of the year. To be an effective leader, you must demonstrate and model what you expect to see in others.

Bill Hoopes, director of training and development at Scott’s Lawn Service, Marysville, Ohio, explained the principles of effective leadership in a seminar at the Lawn & Landscape School of Management. He illustrated these ideas by describing the requirements of effective leaders, who are involved in the recruiting and hiring phase and continue to lead as long as they are interacting with employees.

BE A FEARLESS LEADER. In order to practice effective leadership, there are six requirements that must be met, according to Hoopes:

  • Have a leadership philosophy. This is an understanding of what drives human motivation.

  • Have an accurate assessment of the positive and negative elements of your working environment.

  • Identify a “leadership style” that will work now and in the future.

  • Have a commitment to balancing people and task relationships.

  • Use major power sources intelligently.

  • Have a detailed human resource strategy that impacts all daily operations.

“If you are going to be an effective leader, you must understand human motivation,” Hoopes stressed, commenting on the first requirement of effective leadership.

Human motivation is driven by basic needs described by psychologist Abraham Maslow as a “hierarchy of needs,” according to Hoopes. This idea was later taken a step further and applied to the business world. This principle explained that there are two different management styles.

“A theory X manager believes that people don’t want to work. They expect very little and they care very little,” Hoopes said. “Theory Y managers believe that people like to work.”

The theory X and Y idea later evolved into a theory called “situational leadership.” According to Hoopes, this type of leadership states that sometimes a manager needs to be a theory X manager and sometimes he or she needs to be a theory Y manager, depending on the situation.

Hoopes explained that to be an effective manager in today’s world, it is necessary to understand that neither of these styles, alone, will work in the present-day labor environment. Now, managers have to balance the two management styles in order to be effective leaders.

“Learn to balance your concern for people and tasks equally,” Hoopes recommended. “The reason is that if you just worry about the numbers these days, your employees will quit.”

Motivation Accomodation. . .

    To be an effective leader is to understand human motivation. Motivation is based on specific needs, starting with the most basic needs for food, shelter and security, but it also includes more individual needs for fairness and a positive work environment. By understanding and using these motivators, it can be easier to manage employees and offer them benefits that may satisfy some of their needs, according to Bill Hoopes, director of training and development at Scott’s Lawn Service, Marysville, Ohio.

    A practical application of these principles in the workplace includes:

      1. Providing a welcoming, comfortable start-up period

      2. Giving the employee challenging, but not overwhelming tasks and goals

      3. Making them feel accountable

      4. Allowing them to feel pride

      5. Rewarding employees

      6. Treating them fairly and honestly

      7. Giving them room and opportunity to grow

MANAGEMENT POWER. Being a leader also means utilizing your management power effectively. According to Hoopes, there are three major sources of management power, which include personality, knowledge and role.

Personality is the sum and substance of your interaction and your impact on other people. This includes how managers communicate with others and also the degree to which they respect people.

“Personality is the strongest and most important source of power,” Hoopes noted. “This is the least used form of power, but it should be the most used.”

Hoopes explained that knowledge is the second strongest form of management power. “Managers should use personality the most and back it up with knowledge,” he said.

Role is the third most important because this is a manager’s organizational power. “Role is the least effective but most often used form of power,” Hoopes said. “In the world we live in, we can sometimes get tense and forget about personality. That’s when we say, ‘I’m the boss and this is the way it’s going to be.’ If you don’t learn to use more than role power, sooner or later you’ll be working alone. People don’t have to work in a stressful environment these days.”

THE HIRING FACTOR. Being an effective leader starts before the first employee is hired. Hoopes defined four activities that should help a leader locate, hire and keep that perfect employee:

  • Discovering

  • Attracting and hiring

  • Training and nurturing

  • Building mutual beneficial relationships

Discovering means that a manager never stops looking for the one right person,” Hoopes remarked. “One way to do this is the have a recruiting message printed on business cards. Then when you’re out and you see a hard worker who you think might like to switch fields, you can hand them your card and use it as a recruiting tool.”

Hoopes encouraged leaders to be better people magnets. This is the basis for attracting and hiring. It’s crucial to be clear about the business philosophy, the principles the company stands for, and then build the company’s image so that it is attractive to someone looking for a job.

Training and nurturing, the third activity, means simply that if a worker is not competent and content he or she will quit. “To nurture means that you start with someone at the bottom and take them slowly to a level of proficiency,” Hoopes added.

Lastly, managers need to build mutually beneficial relationships with their employees. According to Hoopes, people take jobs because it appears the job will give them what they want, but they stay only if the work environment ends up being what they thought it would be.

Hiring can be a difficult area of leadership but Hoopes offered this advice: “Never stop searching for the right employee.”

The author is Assistant Editor of Lawn & Landscape magazine.

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July 1999
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