Covert Leadership Model
Covert Leadership, per Henry Mintzberg, depicts how present-day pioneers may lead the entire gathering of laborers by inspiring them to perform and utilize their talents. Henry Mintzberg, who spent a day with Bramwell Tovey, director of the Winnipeg Symphony Orchestra, found that Tovey does not work like an outright ruler but rehearses together with the choir members. Additionally, in covert Leadership, as in the case of Troy, the leader takes a direct role of inspiring others but not authorizing or supervising other people. The work of a manager can be categorized into three different levels that range from organizing organizational operations to communicating with employees on the goals or vision of the institution.
Managing by Information
Managers can base their Leadership on information if it has some influence on the overall functioning of the organization. Information about the work done guides how a group performs its duties. Talent and professionalism are the essential determinants of those who become musicians. They are knowledgeable about music and the leader communicates to inspire them so that they can produce the best pieces of music. According to Henry, the music instruments distinguish and identify each music player from other musicians (142). Notably, every professional must have unique skills that make them experts in their area of specification and also distinguish them from other people in society. The manager, therefore, has the duty of inspiring the workers to work to their perfection.
Managing Through People
A manager can focus on people and stimulate them to work towards achieving the set goals and objectives. Here, the leader communicates what needs to be accomplished by the group members and controls all the actions that they take. Incorporations that apply standard working schedules, the specialists work mostly alone to ensure they provide quality work that can help in enhancing both the growth and development of an organization (Mintzberg 143). In the symphony, even though the performers play together, all of them play alone. They each pursue a score and know precisely when to contribute. In this case, the work of the leader is to ensure that there is proper coordination and linkage between all the musicians.
Henry’s model of Leadership proposes a scenario in which the manager controls the inside and outside units of an organization. It entails controlling, communicating, leading, linking, and acting, and dealing with all the actions of the organization. Furthermore, the leader must apply all the roles proposed in the model to manage the group effectively. All the activities of the group need to be coordinated by the leader who has a remarkable ability to present the concerns of group members to those who are outside the setup (Mintzberg 147). Therefore, all the internal and external factors that determine the success of the organization need to be adequately controlled and coordinated.
How a symphony director works may act as an excellent model for administrators in a broad scope of organizations with the interest to enhance their skills. The manager can lead by utilizing the information or knowledge, managing people or workers, and managing through the actions. When a supervisor, such as Tovey guides an association, he/she leads without appearing to, without his group being completely mindful of all that he is doing. In such a scenario, a leader is neither powerless nor has supreme authority over others. Professionals are skilled, so the leaders act by inspiring them to have achieved thus enabling that the workers produce their best performance.
Mintzberg, Henry. “Covert leadership: Notes on managing professionals. Knowledge workers respond to inspiration, not supervision.” (1998): 140-147.