Abstract

It's important to be aware of the possibility and prepared for the eventuality of being asked to lead in an organization. This article details both the ascent to leadership of the amalgamation called "Jim," whose experience echoes that of many new leaders anecdotally, and management's point of view in initially assessing Jim for leadership and later supporting his efforts to lead effectively. The outright and jarring lesson for all leaders, in which one's time diverges from 100% work to 30% work and 70% leadership duties, was made less jarring because Jim had come from within the team he leads. The desire to complete all work personally took a back seat to leading, monitoring expertise and performance, and delegation. From the organization's perspective, Jim's desires most of all dictate whether he should lead. If Jim can also handle stress, be expert on the job, manage his time effectively and has some basic understanding of political machinations, he adds constructively to the organization's goals and is a good choice for leadership.