Introduction
Angela Merkel, as the current Chancellor of Germany, is one of the world’s most visible examples of an effective supervisor. Merkel is widely described as being pragmatic, down-to-earth, and authoritarian in her leadership style (Anonymous, 2016). The Chancellor did not receive all her supervisory experience in the realm of politics; she first had a career in academia, as a professional physicist, and supervised PhD dissertations during this point in her diverse career. While many political observers deride Merkel’s supervisory style as “ruthless” and exhibiting a marked lack of compassion for the very human struggles of southern Europe, she has distinguished herself as a leader by bringing about austerity measures throughout the European Union, this helping to bolster the embattled Euro currency. This paper will examine the supervisory techniques used by Merkel, and evaluate their efficacy, as well as their durability in times of fiscal stress. While Merkel sometimes comes across as dictatorial, her techniques are nonetheless extremely effective.
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Supervisory Techniques Employed by Merkel
Merkel’s supervisory style can best be described as no-nonsense and pragmatic. One of the major supervisory techniques Merkel uses in her role as Chancellor is efficient planning. During the “Eurozone” crisis, Merkel took the lead in enacting austerity measures throughout Europe to save the region’s common currency. At the heart of the problem was the fact that southern European nations racked up a fair amount of debt, but refused to cut back on social services in order to save money to pay off their debts. Merkel, thus, forced the hands of these nations to enact austerity measures in order to get the collective currency back on track.
A second supervisory technique employed by Merkel is seen in her use of efficient organizing. Merkel, while known for being tough, has also demonstrated an outstanding capacity to delegate tasks to the person who is best suited for the job at hand. This talent for delegation can be witnessed in her delegation of the role of Head of State of Germany to Joachim Gauck, who has an outstanding and proven political track record. This successful use of delegation also provides Merkel with the necessary time to focus on the larger issues at stake in contemporary Germany. A third supervisory technique used by Merkel is her use of rigid and uncompromising control, which is best illustrated in her Eurozone austerity policies. While Merkel’s austerity policies were unpopular, especially in the southern European nations who were its primary targets, Merkel refused to back down, and instead continued to fight for what was best for the larger “organization” of the European Union.
Effectiveness of Merkel’s Supervisory Techniques
While it can easily be argued that all of Merkel’s supervisory techniques are effective, there are some that are clearly more efficacious than others. As has become clear in the years of her Chancellorship, Merkel is a careful planner who is diligent about ensuring that her strategies come to fruition. Not only has this become apparent in her successful navigation of the “Eurozone” crisis, but also in the deft manner in which she has dealt with Germany’s recent acceptance of Syrian refugees (Anonymous, 2016). Further, Merkel’s ability to organize and to delegate tasks is unparalleled; no one would ever accuse her of being a micromanager. For anyone considering a supervisory role in any organization in the future, the ability to delegate is a lesson to take to heart. While it can sometimes be difficult to trust others to complete a job well, this is a necessary risk that all leaders must take at some point, and Angela Merkel has executed this principle of leadership very well. With regards to supervisory techniques that Merkel deploys which are not so effective, it is clear that she can sometimes be overly controlling, and it is costing her a great deal in terms of “likability” and political approval.
Stress and Supervision
In stressful environments such as a war, emergency room, or financial crisis, the need for more rigid, authoritarian supervisory techniques is paramount. In times of crisis, it is crucial that the job gets done, and is performed to a high standard, and the entire organization needs to be completely on board with all stated goals. Further, many individuals are prone to falling apart or becoming otherwise inept in times of high stress, and thus need a great deal of structure and direction. For these reasons, supervisory styles in times of stress and crisis take on a more rigid, “transactional” character, in which the supervisor takes on a role of unquestionable authority (Ruwhiu & Cone, 2013). In her handling of the “Eurozone” crisis, the leadership style of Angela Merkel exemplified a transactional style. In essence, Merkel issued orders, and her subordinates followed the orders (Anonymous, 2016). Often, the only times her subordinates heard from her was when they failed to execute an order in a satisfactory manner, or when they required disciplinary action. When times become less stressful, however, supervisory styles often shift to a more relaxed, “transformational” style of leadership, in which the supervisor attempts to engage with their subordinates on a personal and emotional level.
Supervisory Style That I Can Relate to
While I have a difficult time relating to Angela Merkel in several ways, including the fact that I do not think that would be capable of cutting back essential social services in a country merely to save money, there are many aspects of her leadership style that are admirable and that I can relate to. For instance, I consider myself to be a highly pragmatic individual, and this comes through in many aspects of my daily life, as well as in supervisory roles that I have played. For instance, I once worked as a supervisor over several younger employees who, while they were very likable people, were not very hardworking and ultimately did not perform their jobs very well. At the risk of losing their friendship or creating resentment in the workplace, I talked to these subordinates in a very stern manner about their lack of work ethic and told them that they needed to improve if they wanted to keep their jobs. A couple of these subordinates did improve their work habits following this talk, but one did not, and unfortunately I had to recommend that this individual be fired, even though I liked them very much as a person.
Why Supervisors Fail When They Use a “Textbook” Technique
While the temptation to resort to “textbook” techniques can be understandable, especially in periods of extreme stress or crisis, the use of these supervisory methods often results in failure. When engaging in the supervision of others, it is always crucial to keep in mind that organizations, above all, are engineered social situations. Whenever one is dealing with people, there are any number of unpredictable variables which may arise for which textbooks have no answer. While the theories and methodologies that are outlined in management textbooks can often provide a useful framework for developing further strategies, it should go without saying that the textbook authors cannot possibly predict any possible situation that can occur in a work environment. As employees are human beings, they are complex creatures for whom a “cut and dry” answer will not provide the solution for every possible dilemma. Thus, supervisors must always be flexible.
- Anonymous. (2016, Mar 10). “Profile: German Chancellor Angela Merkel.” BBC News. Retrieved from http://www.bbc.com/news/world-europe-23709337.
- Ruwhiu, D. & Cone, M. (2013). “Pragmatic leadership: a return to wisdom.” Journal of Management and Organization 19 (1), 25-43.
