When you are faced with being a manager for an organization you have to use certain steps to properly fulfill your job as a manager. Properly communicating, perceiving, motivating, implementing groups, controlling stress and satisfaction are just some of the components that help you carry out leadership effectively. As you gain experience from being a manager and you see and interact with different work scenarios you will be able to deal with situations better. When you carry yourself professionally and put your best foot forward your employees follow you because they have faith in you.
Followers tend to be characterized by someone who is given information and direction with the task of processing or completing an assignment with pre-planed productive results, they are the one who put the plan into action and create the results. Both positions are essential for success and completely dependent on each other, but is one more important than the other? In a business organization, a leadership role is often characterized by a person who has the core ability to plan, implement, delegate, oversee, influence, and empower other employees toward a specific company goal. The character of a strong leader should have dominant personality traits to execute taught skill sets. For someone to take on a leading title they must not only be capable of taking on highly important responsibilities, but on average a successful leader is only eligible for the task when they can also easily influence others to follower their direction.
These behavioral traits are essential in being a successful leader. Organizations need leaders that can work with their employees, build team work and be open to new ideas, (Lawler, 2003). In order for progress to be made, employees need to believe in their leader, and in turn, the leader needs to believe in their employees. Trust is obtained through mutual respect, building that bond of commitment to insure organizational success, (Lawler, 2003). The employees will follow a leader that promotes a positive attitude and enjoys expressing their ideas and stories.
7Transparency: This trait helps eliminate the surprise factor employees want a stable environment, they want to be a part of a culture that puts forth the truth. 8Mentorship: This trait is investing time and energy building self-reliance, independence and growth. It is being open to nurture and develop your team… developing today’s talent into tomorrow’s leaders. 10Fairness: This trait levels the playing field treating your team in a consistent, impartial, objective fashion. When working in this type of environment employees will tend to offer their loyalty and dedication in return.
The manager not only display his human skills to his employees but also to his customers, as Lisa McQuerrey stated in her article, ‘Finding and keeping customers is one of the managers most important management undertakings because revenue from customers keeps the business alive. Managers must have the management ability to juggle clients, trouble-shoot problems, oversee customer interactions with employees and ensure that customers are
Leading a team to achieve a goal provides a satisfaction knowing that others have been empowered and in doing so, authentic leadership has been fulfilled. Impact of transformational leadership in the organisation According to Pearson (2012), transformational leadership “ushers in radically positive possibilities so needed today to release the potential within situations and people, including the leader”. To be a transformational leader, you must have: • charisma which will encourage employees to follow your vision, act with conviction, have clear values which are demonstrated, be a role model and a leader who can be trusted; • inspirational and can articulate the vision of the organisation with precision and in a persuasive
An effective, charismatic leader must lead by example. That leader must be able to know what is going on, the job or task that is being accomplished, and be able to lead the group into performing the task at hand successfully. There are many different types of theories on leadership. There is Fiedler’s contingency theory, situational theories of leadership and House’s path-goal theory. These theories are used to make an individual or manager a more effective leader.
Management and Leadership Management and leadership, two words that are considered synonymous and are often used in the same context, yet they do not mean the same thing and they describe two different concepts. According to the dictionary, management is 1) The act, manner or practice of managing; handling, supervision, or control; 2) The person or persons who control or direct a business or other enterprise; 3) Skill in managing; executive ability; where as leadership is 1) The position or office of a leader; 2) Capacity or ability to lead; 3) A group of leaders; 4) Guidance; direction. In many organizations, management is a job description; leadership is a positive trait. Managers tend to think incrementally, while leaders think radically. This difference in perspectives is that leaders tend to lead with emotion and concern for their subordinates; managers tend to follow guidelines and company policies while utilizing management functions to achieve their desired goals.
However, to be a good leader for an organization means to possess certain attributes that set them apart from the rest of the ‘every day’ leaders. Good leaders are people who have a vision, strategize and set goals to reach desired vision, and help coordinate and motivate employees to achieve these goals. Aside from being visionaries, they also have good interpersonal skills which constitute of being good listeners, communicators, team-players, and being observant of the surrounding internal and external environments. Good leaders also possess informational and decisional
Because a learning manager exercises leadership in both processes, some of the enabling skills required are described, particularly human skills that can be learnt. Primarily, to be well-organized, an organization should be effective and efficient in all ways. For bring it into a realization, an organization should get some managers who can apply their conceptual, human, and technical skills. Barlett and Ghoshal believed in a generic role that managers are people who are expected to add value to the company in a generic way carrying out a generic set of tasks and possessing some generic capabilities. (Barlett, C., A & Goshal, S, 1997, p.105).