Designated Leaders vs. Those Who Seek Leadership

The designated leader generally demonstrates through their achievements and attitude that they possess qualities that merit them being elevated to a leadership role in their organization. How they go about doing their work and relating to others identifies their special qualities. In this case, they are excellent workers, creative and problem-solvers that do their job without making waves or drawing attention to themselves. They are also responsible and accountable but not necessarily with an agenda that seeks a leadership position.

It is not uncommon for workers with exceptional talent and work behavior to be considered for leadership positions. Still, the people I specifically refer to in this paper are excellent employees because they are good and without expectations that they become leaders. The differences between the exceptional employee who does high-quality work (because it is the job they do) and the employee that seeks to become a leader are considerable. Their intentions are different and eventually seen for what they are.

Those given leadership positions must also be given training in how to use their newfound power and influence. While the excellent employee will view this positively, it might prove difficult for the employee who wants and seeks to become a leader. This, because their reasons for being where they are and their views on newfound power are vastly different.
For the former, it is a job to be done as well as possible and empower those they lead to be as good as they can be.

The person who seeks leadership to have power over those they lead is focused primarily on themselves and their own glory. What they do and how they lead is secondary. These differences are not subtle, nor are their relationships and outcomes.

As for the person committed to being their own boss, their path may not have to do with control, power, or influence. They may choose never to be an employee of an organization. Money may or may not drive them. Power over others may not drive them. Being the best at what one does may or may not drive them. First and foremost, they have decided to be professionally independent, depending on only themselves.

Author: Sy Ogulnick

Sy Ogulnick received a BA from UCLA, Teacher’s Credential from Los Angeles Board of Education and completed phase I (Master’s portion) in a Doctor of Behavioral Science program at California Coast University. Sy leased and operated a summer day camp in LA. He and his wife then purchased virgin wilderness land in Northern CA, where they built and operated a coed summer camp. They moved to Las Vegas, NV, and purchased, built and operated a community children’s program for families staying in a major resort casino in Las Vegas. They have created programs for children nationwide that employed many people and in the process developed successful training programs for personnel. This led Sy to lecture on how to train staff and the creating of community within the workplace. Sy was then invited to speak at professional conferences on how best to hire and train employees, which led to his becoming a consultant in the art of improving relationships in a work environment and eventually to his epiphany that “Leaders are the primary problem and the answer to the personnel issues that arise in the workplace.” Sy has written numerous papers on the subject of interpersonal relationships, leadership and power. He has lectured throughout the United States, has been interviewed by the media and has appeared on many radio and TV talk shows

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