Buckingham is a great revolutionist in the sector of management who has viewed good managers in different perspectives. Many of his works revolve on the relationship between the managers and those whom he or she manages. Not all Buckingham talks about good managers are relevant according to me, but there are few facts that he talks about that are worth recommending. According to Buckingham, good managers are those who treat others in a manner they would like to be treated in return. In this case, I agree with Buckingham since this is one area that most managers have failed to impress. A good manager should not react to his or her subordinate in a manner showing that they are not relevant in any organizational structure.
According to Buckingham et al. (92), each and every manager has a unique way of tackling the problems they face, but are, however, aimed at one goal. The only difference between these managers arises when selecting a talent from the workers and how they glean the talent. Buckingham in his study says that a good manager is that who can define the right outcomes. No controversy can arise at this point since it is clear that a good manager should be able to analyze and define his systems. Most managers fail when it comes to selecting the best of the worst and hence keep on living with the mistakes. A good manager should, therefore, be that who is capable of evaluating his systems to define the best system that suits the organization.
Focus on strength is among some of the characters of a good manager. Buckingham is not wrong when he says this. A good manager should be that who can focus on the strength of the organization and at the same time keeping an eye on the weakness. Failure to keep an eye on the weaknesses has led to failure and collapse of many organizations, even if the manager was a person who focused on the strengths of the organization.
Finding the right fit is another undisputed truth as far as good leadership is concerned Buckingham et al. (102). An organization might have many chances in the market from all parts of the world. It is, therefore, the responsibility of the manager to choose the right fit where the organization will not make a loss. A good manager can, therefore, be determined with their decision-making skill. Good managers have better decision-making skill as compared to the managers in making.
Different from how Buckingham views good leadership, Schermerhorn has a different version of good leadership. According to Schermerhorn, good leaders are those who are morally intelligent and can handle emotion and relationship with care. Most leaders do not consider other people’s emotions and in that case tends to embarrass the emotions of the people who work under them.
Leaders who can give a road map are the best managers. The organization’s decisions lie on the shoulder of the managers. Therefore, a good manager is that who should provide a road map that should be followed in the case of a problem. A manager should be transformational. A transformational leader is that who inspires enthusiasm and great performance. A good leader can, therefore, be determined by how they consider performance of their juniors and counterparts. Moral leaders, according to Schermerhorn, builds trust from a foundation of personal integrity. A good manager should thus be that who has morals of the highest order.
Works cited
Buckingham, Marcus, and Curt Coffman. "How Great Managers Develop Top People." Workforce (10928332) 78.6 (1999): 102.Academic Search Premier. Web. 11 Nov. 2014.
Buckingham, Marcus. "WHAT Great MANAGERS DO." Computerworld 39.13 (2005): 52. Academic Search Premier. Web. 11 Nov. 2014.
Galagan, Pat. "Engaging Generation Y." T+D 60.8 (2006): 27-30. Academic Search Premier. Web. 11 Nov. 2014.
Schermerhorn, John R. Management. Hoboken, N.J: Wiley, 2010. Print
