IS YOUR BOSS A HANDS-ON LEADER?

How to know if your boss is a hands-on leader? We must look into some salient traits of a hands-on leader. A sleeves up, hands-on leader is a leader who gets involved in the day to day operations of the organization and maintains a close connection with the employees, rather than just overseeing work.

Such a leader does not implement autocracy. He/she leads by example. The leader gives constant feedback to the employees and is ever willing to coach them. He/she maintains acute awareness of the work being done and knows its people well. The leader directly solicits feedback from its employees.

Organizations run by hands-on leaders are more active generally and there is a culture of open communication amongst workers at all levels.

There are obvious benefits to having a hands-on leader rather than an autocratic, non-permissive boss. You get to learn directly from your leader and therefore there is greater opportunity for accelerated growth. A hands-on leader keeps the workers on their toes and gets peak productivity out of them.

This also means greater vigilance and pro-activity from the workers, which only makes them better professionals. The leader knows the work in depth and detail and is willing to take the responsibility, which allows employees to show their grit and creativity.
 
Working under a hands-on leader means problems get solved swiftly and effectively and the work is fast paced. Work cannot be dull under a hands-on leader. Such a leader also prepares you for adversity and rapid changes, which are a trait of the industry.
 
A hands-on leader develops a rapport with the employees, which is essential for bringing out the best in the employees and understanding their side of the picture. It contributes to the overall success of the organization. A hands-on leader understands the shifts in the market better and leads the team to understand and tackle such changes.
 

While hands-on leadership sounds great, there can be some downsides to it. Leaders going too far at being hands-on can micromanage their employees and consequently stifle their talents and creativity. This can also mean that employees never truly take responsibility or credit.

Therefore, leaders must be careful to work with the team, set goals, mentor, but also delegate at times and take a step back so their employees can step up. Leaders must be careful as to not be disruptive for the work in their efforts to integrate within the team. A balance has to be maintained by the

leader in order to achieve greater productivity and growth of the employees. Leaders should not employ hands-on strategy just for the sake of it, but rather for the good of the organization and employees.

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