Why Relationships?

          The business world has change substantially through the ages. The twenty-first century heralds ever-increasing chaos in world relationships, economies, and geopolitical events. “Some researchers believe the significance of this period in humankind’s history has not been seen since the Industrial Age some 500 years ago” (Daft, R.L.). Today’s modern world of globalization, advancing technologies, outsourcing, shifting economical dominance, economic uncertainty, widespread ethical scandals, wars and terrorism all lead to a period of transformational and fundamental shifts that have and will continue to significantly impact organizations. These shifts will substantailly alter how organizations conduct business and leadership models. Traditional paradigms focusing on stability or the status quo have outlived their usefulness. They are ineffective in meeting the rapid environmental challenges of these chaotic times. To be successful, organizational leaders must develop new approaches to meet challenges of “a world characterized by randomness and uncertainty” (Daft, R.T.). The implementation of social computing may be a catalyst for this change however it is only a small part in the evolution organization behavior.
           With social computing and the paradigm shift in organizational leadership new leadership models must arise. Implementing relational leaders is vital in leveraging social computing and diversity in an organization “Relationships between leaders and follows are seldom built when emotional connections cannot be developed. Power lies in getting close to others and doing what is best for others” (Daft, 2008. p. 260). Since the 1970s, leadership theories have evolved a focus on the interpersonal competencies of leaders.  While cognitive abilities such as intelligence, problem analysis, and logic are important skills, these studies suggest effective leadership is augmented by emotional intelligence. Emotional intelligence consists of four components self-awareness, self-management, social awareness and relationship management. These components include several aspect of introspective and people-oriented skills, including “emotional self-awareness and control, morality and integrity, and empathically and service-oriented behaviors” (Daft, R.T.). Leaders who have relationship management competencies demonstrate attributes of compassion, sensitivity, and kindness. They focus on the needs of the followers as well as collaborative networks internally and externally to achieve organizational objectives. Leveraging diversity in an organization a leader must possess these skills. The latter of leadership theories do not address the leader’s ability to meet individual needs while building trust and compassion between the leader and their followers.
           Effective relationship management will results in greater reciprocal benefits in the leader-follower dyad. Servant Leaders understand effective followership is essential to organizational objectives and achievements. Leaders that foster environments that increases follower’s critical independent thinking and rewards active participation in organizational endeavors increase follower’s power as well as overall effectiveness of the organization. A leader must be able to develop their followers in these ways no matter their follower’s race, religion or cultural background. Servant leaders create barrier-less environments where personal growth, learning and self-management leadership, others leading themselves, are present. An important aspect of relational management and effective leadership is to help followers see themselves as important components of organizational strategy. More than individuals who simply follow directives and instruction, effective leadership creates an environment where followers understand the vision and goals and independently align their behaviors to achieve objectives. For this to happen, leaders must be “worthy of trust, envision the future of the organization, inspire other to contribute and be capable and effective in matters that will affect the organization” (Daft, R.T.). A transformational leader must go above and beyond and reach into the depths of their followers and allow them to become a self sustaining force “transformational leaders usher in revolutionary change” (Cox, Jr. T.) A transformational leader leveraging diversity must not only lead their followers but teach them how to lead themselves. Self organization and self leading teams have been neglected from prior leadership practices. Most of all to leverage social computing these leadership practices must be in place.
           The complexity of today’s business environment has outgrown traditional leadership paradigms of the past. Nowadays, more and more leadership theories are focusing on the important component of the leader-follower dyad in assessing the requirements of effective leadership. Research indicates relational leadership theories, including emotional intelligence and interpersonal relations between leaders and followers, are foundational to success. As seen in the leadership initiatives seen in today’s business environment require a mixing of leadership forms depending on the organizational objectives and the needs of the followers. Leadership is the ability to influence others to align their behaviors with a shared vision. Studies suggest the situational and relational models of leadership are more successful in meeting follower’s needs and increasing effective followership to accomplish organizational objectives. Moreover studies in relational leadership are unearthing findings that to develop and lead effective followers a leader must serve first. These findings in leadership theory should not only be applied to face-to-face interaction they need to applied to online and especially social computing relationships.

Cox Jr., T. (2001). Creating the multicultural organization. San Francisco: Jossey-Bass.
Daft, R.L (2008). The leadership experience. 4th Ed. Mason, OH: Southwestern