Problem solving leadership

Is leadership fundamentally just manipulation? I stumbled into this question in LinkedIn and it got me thinking about my own views about leadership and what it really is.

In an ideal world problems never arise. But, since we are human and the world is still far from an ideal place, problems arise. Avoiding problems would obviously seem the simplest solution, but let's pretend that we are in a leadership role and we encounter some problem.

My view of problem solving with leadership includes the following steps:

• Investigate. Berore taking action, get as much information of the problem situation as reasonably is possible. Unnecessary action is only a waste of resources (and reputation). Narrative quotation: "The project deliverables are over 2 weeks over deadline and Bob has not delivered his part."
• Involve the participants. This is for getting more information and a start of a dialogue with the people that are involved in the situation. Narrative quotation: "Hey Bob, it seems that your deliverable program module is behind schedule. What's going on?"
• Reason. If there truly is a problem with Bob's performance, the project outlines might need to be reminded. Narrative quotation: "Oh, you got mixed up with the schedules. Can you catch up by the next milestone?"
  
• Organize. Some tasks might simply be too big for just one Bob to handle, so help might be appreciated. Parts of the task can also be canceled. This step also includes introducing new tools and procedures. Narrative quotation: "This task seems to be too demanding for just one person. Luckily our team member Emily has spare time and she can help you with this part. If you still cannot do it, leave the usability testing out."
• Use incentives. If there is a excess project money lying around, some incentive scheme might meet Bob's expectations. Promises of a better job grade or extra holidays can also do the trick, but in any case: only make promises that you can keep! Also, be careful with incentives not to get too easily available and subjects to abuse. Narrative quotation: "This deadline is crucial to our customer. I'll give you 4 extra holidays if you deliver your part in time."
• Coercion. If, and only if everything else fails, force is the only option. In extreme cases, replacing the unfitting participant(s). Narrative quotation: "The work is late and you will do it by the next milestone, or you will be fired."

(I vaguely remember this "framework" might be related to hostage situation negotiation procedures.)

In reality, these steps might not be (and usually are not) all available. The leader is bound by organization's reward systems, project money, regional legislation and many other things, but a good leader will know his/her boundaries and make the best of what's available.

Back to the question about leadership of being just manipulation. My opinion is that good leadership is:

• considering all the steps mentioned and proceeding in this particular order
• connecting the decisions to the "greater good" (e.g. project outcomes)
• making the decisions and the reasons for the transparent to all participants

If the leader does not take these last three into account in his/her actions, then we are dealing with plain manipulation.

Note that I never used the word "motivate". I believe that people cannot be externally motivated, but the true motivation comes from within. External reward systems and more personal influence in one's work might be appealing, but they truly motivate only if they are aligned with people's personal interests.