Martin, Thomas, Hewstone, and Gardikiotis (2018, 95) define problem-solving as a process of finding solutions to situations that are deemed challenging. In an ideal organization, each level of power has to solve some problem or another. However, accountability is usually placed on the leader or the head of the department/organization. Indeed, problem-solving is closely tied to great leadership. Indeed, many critics believe that to maintain a leadership position one has to have problem-solving skills. However, Maxwell (2018, 86) also emphasizes that problem-solving skills can be used as leverage for getting a leadership position. The two concepts, albeit different, prove that there is a direct link between leadership and problem-solving.
As stated, leadership and problem-solving interact via the concept of accountability. It is common to find that problems within organizations are ranked according to importance. The most important issues will need a high-ranking manager to supervise the problem-solving process. Additionally, a small problem will need a lower-ranking employee to oversee the problem-solving process. Regardless of the level of seniority in the organization, the person who will manage the problem-solving process will be deemed a leader. Indeed, some challenges do not require a group to solve. However, as Mather and Hess (2013, 34) note, leadership does not necessarily involve having a group of people to manage. A problem that involves two people will exhibit leadership traits in the person that takes charge and so on.
Leadership is also tied to problem-solving as all employees report to one overall manager. Thus, any problem that arises in an organization will be reported to the manager. This is regardless of whether the leader will have an active role in the problem-solving process or not. Maxwell (2018, 88) states that a good manager has to be pragmatic, and it is this pragmatism that encourages viable problem-solving processes. Pragmatism develops patience in a leader. Thus, the person will take time to make the right decision and at the same time also interact with other subordinate employees to ensure productivity.
The characteristics of a great leader also go hand-in-hand with the qualities of an effective problem solver. For example, Porteous (2013, 527) argues that a great boss should be open-minded. The same can be said of an efficient problem solver. Open-mindedness in resolution interventions often leads to creative, affordable, and better results. Also, a great leader should be decisive. Leadership requires confidence in one’s decision-making process. The same can be applied to problem-solving. One cannot keep doubting his or her actions and reactions. Maxwell (2018, 89) explains that actions tie leadership and problem solving together. According to Maxwell (2018, 89), actions have consequences. Thus, any action taken in regards to solving a challenge will have both negative and positive consequences. A great manager will know these consequences beforehand and be able to mitigate them. The same is true for an efficient problem solver. Indeed, the anticipation of the consequences allows any problem solver to address the challenge fully. Maxwell (2018, 89) adds that individuals that handle problems well are often seen as leaders even if they do not have that position. Additionally, leaders that handle problems well also grow (Maxwell, 2018, 89).
In addition, problem-solving can be used as a leadership strategy. For a manager to incorporate problem-solving functions into his or her strategy, he or she first has to see problems as stepping stones (Maxwell, 2018, 93). The leader in question will then see challenges as opportunities rather than limitations for growth. It is important to note that the incorporation of problem-solving functions in leadership strategy should only be done systematically and appropriately. First, the strategy should provide ways in which a leader can anticipate potential challenges before they become real problems (Maxwell, 2018, 95). Maxwell (2018, 95) explains that problems that are not foreseen are the ones that make the worst impacts. Preparation is very crucial in problem-solving. Therefore, department heads should not only anticipate the challenges ahead but also prepare well enough to mitigate them. This will save the organizations they represent money and human resource as well.
On the same note, a supervisor’s ability to save on costs is admirable and desired. Having problem-solving functions in a leader’s strategy will ensure cost-saving measures are put in place. Porteous (2013, 524) states that many successful companies allocate some budget for anticipated problems. Miscellaneous funds are usually set aside to cater to unforeseen problems that arise. The changes in the budget would not only affect a department but the whole organization. An example can be given to clarify this point further. Marissa Mayer, the former CEO of Yahoo (in this context the leader of Yahoo) single-handedly ran the company to bankruptcy due to abrupt changes in the budget to cater to unforeseen challenges. Many of the challenges were in employee relations and would have been anticipated due to the growing number of competitors offering better remuneration packages. Mayer ended up losing her job and destroying her reputation as a leader.
It can be argued that leaders should have an active role in problem-solving. There are several ways in which supervisors can be active in the process. One is through asking questions and keeping up with the day-to-day events of the organization. Many bosses hold status meetings once a week to ensure that they are in the loop with every project or department. Secondly, the company should have an open communication strategy to allow anyone who foresees a problem to reach out to the manager directly. Mather and Hess (2013, 32) categorically explain that many avoidable challenges are often ignored due to tight communication strategies and highly bureaucratic systems. Thirdly, leaders should create a framework that identifies problems at the departmental level (Maxwell, 2018, 97). This strategy will ensure that problems are captured early and reported to the relevant supervisors for resolving.
Realistically, however, managers might not always be informed of the small departmental problems that arise. It is for this reason that organizations have departmental heads. To ensure that such problems do not escalate, despite the framework, it is essential to instill a culture of effective and fast problem-solving processes in the whole organization. All employees should learn the importance of proper problem-solving skills. Indeed, problem-solving skills can be taught. Leaders should use structured training to ensure their employees can easily identify and resolve challenges. Additionally, the reporting system should be automated to make it easier for employees to report a problem as soon as possible. Mather and Hess (2013, 37) explain that customized reporting tools can help employees report the problem to the relevant supervisor. This will ensure that even though the overall manager is not involved in the problem-solving process, it is still effective.
References
Martin, R., Thomas, G., Hewstone, M., & Gardikiotis, A. (2018). When leaders are in the numerical majority or minority: Differential effects on problem‐solving. Journal of Social Issues, 74(1), 93-111.
Mather, P. C., & Hess, M. (2013). Promoting positive leadership. New Directions for Student Services, 2013(143), 31-40.
Maxwell, C. J. (2018). Developing the leader in you 2.0. New York, NY: Harper Collins Publishing.
Porteous, P. (2013). Localism: From adaptive to social leadership. Policy Studies, 34(5/6), 523-540.