I think last week, being the holiday weekend of July 4th, was a very showing, real-life situation of how Keegan’s Mask of Command- and its five imperatives-\u00a0 translate into tangible results in the work place.<\/p>\n
With the fourth of July falling on a Thursday, it is very easy for vice presidents, team leads, and high executives to take the week off and vacation, or even work from home without being present. But with myself (interns were not as fortunate to take 5 days off- only Thursday), the other interns, and vice presidents who were brave enough to still commit themselves to coming into the office, it became clear how Keegan’s imperative of example and sanction work to solidify and create bonds with the leaders we recognize. By showing up, by being with us in the office despite the beautiful weather, desolate environment, and not fully benefiting from America’s birthday, I was overcome with a newfound respect and willingness to help these team leads and executives who were not above their title. It was the ones who put work first, who truly embodied the imperative of example and leadership ability, that I had recognized as true leaders of Guidepoint in that week. I think what reinforces my belief of turning Keegan’s Imperative theory into actual action was the fact that some of these few individuals who braved the quiet office with us interns\u00a0were individuals who I did not really recognize as leaders beforehand. Their actions also embodied the imperative of sanction- while there may be no official punishment for requesting some time off, these leaders presence in the office only validated the fear which would have come from being an intern who took time off. I no longer felt saddened by having to work after I saw these leaders in the office with me- the imperative of sanction instilled by the leader made me instead feel bad for the ones who were not in the office battlefield with us.<\/p>\n
Keegan’s Mask of Command was truly shown during the unusual holiday work week. Where I think his theory falls short, in the sense that it may not be effective in other situations, is for its very situational application. What makes Keegan and his theory so effective in some cases is its situational ability to thrive. In some cases, being present in person and instilling fear works- as was the case last week. However, in other situations these very imperatives may have fallen short in forming and helping to produce productive work for these very leaders.\u00a0In situations unlike last week, I believe other theories- even some of Keegan’s different imperatives- would have been better suited to arouse our loyalty to office leaders. But for last week, Keegan’s specific imperatives of example and sanction exemplified how ideal leaders mere presence can reinforce the solidarity and performance of its followers, namely us.<\/p>\n","protected":false},"excerpt":{"rendered":"
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