Whether you’re the new senior aerospace engineer, or a seasoned leading civil engineer, there is always room for improvement. Discussing every aspect of leadership would fill volumes, but there are two focuses and three methodologies which tend to encompass all others. Determining what type you are and which method you use is the first step of making beneficial changes to yield higher productivity.
Every leader is one of two types:
- Technical leaders manage the details of subordinates and maintain a technical proficiency above others – which is generally the path through which they attained leadership. For engineers, this is in the calculus and design, or in completely mastering the software used beyond others’ abilities. Personality beyond technical understanding varies.
- Charismatic leaders lead by using influence. This doesn’t mean that one is less technically inclined, but rather this type of leader relies more on gaining the general respect of subordinates using means other than technical expertise. It could be the adroit approach of handing a crisis or simply a better grasp on diplomacy.
Within these two types, there are several methods or approaches leaders use for decision making and daily routine:
- Laissez-faire is the least effective method, as it allows subordinates to make decisions independently of leadership. This completely negates the experience and expertise of a leader. Whether a technical or charismatic leader, that person has experience in the areas he/she is overseeing and should rarely, if ever, allow a team to operate without his/her guidance.
- Democratic leaders tend to have the best results, as they seek the collective wisdom of all involved. This takes into consideration previous engineering feats and knowledge. Ultimately, the decision still rests on the leader’s shoulders, but this option affords the best insight into different ways to solving a problem.
- Autocratic leaders tend to act as if their subordinates don’t exist, or have little to offer, and in either case take little thought to the subordinates’ opinions. This is appropriate for some situations, but they are few and far between. Even if there is no technical benefit, it is always best to ask for other opinions, time permitting. If for nothing else, this is a mentoring opportunity to younger or newer engineers.
No matter your leadership style or what type of candidate you’re searching for, at Dunhill Staffing Solutions, we want to help you. We have relationships with a wide variety of high level engineers in the southeast region and across the country. Contact us today to see how we can help your business grow!