Hello. Could you please help me with a response to the below discussion post?

McKean's (2011) advice to CIOs and other IT leadership professionals includes a diverse set of recommendations. Broadly, the author's advice addresses three primary issues. First, McKean (2011) defines the types of personal behaviors that professional leaders should follow. Secondly, he describes the methods of workplace interaction that can contribute to an individual's professional success. Finally, McKean (2011) outlines strategies that improve a CIO's leadership capabilities.

McKean's (2011) discussion of CIO personal behaviors refers to the actions that individuals should follow when operating in higher-ranking positions. The author noted that first leaders should care for their personal image and present themselves in ways that will be respected by others. Secondly, McKean (2011) noted that while leaders should engage with others in both friendly and professional conversation that they should carefully protect the ways that others perceive them. Engaging in decidedly unprofessional behavior during office or off hours would represent a primary example.

A second set of recommendations identified by the author concerns the levels of personal engagement that leaders exhibit as they guide and manage others. A practical recommendation includes the practice of participating in friendly yet professional conversations within the workplace. An unstated assumption related to this principle derives from the premise that these actions serve to cultivate professional relationships that contribute to a workforce's effectiveness in the areas of performance and collaboration. McKean's (2011) insights reflect his broader premise that contemporary organizational cultures tend to be less hierarchical in terms of their power distance arrangements.

Finally, McKean (2011) advises CIOs in terms of their approach to leadership and management. The author noted that diplomatic approaches seek to achieve desired organizational goals even as they cannot achieve absolute parity for all parties or stakeholders. This argument, in turn, indicates that leaders should focus on accomplishing broader-level company goals without remaining overly concerned about how various parties might perceive their actions. At the same time, the author encourages CIOs to cultivate professional networks that can help the leader and his/her company address and manage complex problems. As part of these strategies, CIOs should rely on strategies that manage their supervisors and corporate leaders.

References

McKean, D. (2011). IT management. Bookboon.