Yet another characteristic that all strong leaders should possess is that of knowledge. Bruce Springstein sure knows how to make a great rock album, but it is doubtful that he would know how to run Microsoft. Simply, an inexperienced individual cannot go into situation and expect experienced individuals to follow. In many cases, experience is the only way to obtain business acumen. Moreover, every competent leader should possess self-confidence. Self-confidence is a key part of decision-making, which enables a leader to make difficult decisions. Furthermore, without a feeling of self-confidence, a leader will not be able to instill a sense of assurance in those whom follow. A true leader lets the group know that there is a vision, and that he or she is the right person to lead to make that vision a reality.
Mangers whom grow too complacent or too lazy to continue practicing their craft may eventually find their career in decline. Robert Black and Jane Mouton proposed a managerial grid based on the styles of concern for people and concern for production. “The grid does not show results produced but rather the dominating factors in a leader’s thinking in regard to getting results” (Robbins, 2001, p. 483). According to the managerial grid, I am depicted at (9, 7), which means I am highly committed to people, but I recognize a higher commitment towards production. I am not afraid to admit that I am in some ways driven by money. In business, more production usually equates to more money.
While assessing my leadership ability, I noticed that I tend to use expert and referent power sources. As it sounds, the basis of expert power is that of knowledge and expertise, which I use daily within my workplace. I take pride in the fact that I am in the position that I am in due to my knowledge and skill that I have achieved. “Expertise has become one of the most powerful sources of influence as the world has become more technologically oriented” (Robbins, 2001, p. 537). Fortunately, I am also adept at using referent power, which “…develops out of admiration of another and a desire to be like that person” (537). I try to be very accommodating and understanding, while working diligently on all tasks. I take pride in building camaraderie with my co-workers so that they do everything in their power to please me. According to a Prentice Hall Self-Assessment questionnaire, “What is my Primary Conflict-Handling Style,” my dominant style is that of Collaboration. However, I am very competitive and tend to place my needs above others. Yet, I would rather collaborate with others to come up with a better suggestion. Thus, allowing the individual to express their feelings and ideas, which we then can come to some sort of agreement.
While growing up, I learned that if you cannot have pride in something that you are doing, you are not doing it well. I assume all employees should have a comfortable relationship with their supervisors. I want to be a respected manager that employees are not afraid to come to if they need help. Thus, I am recommending an emphasis on my motivational and listening skills in order to get the most out of every employee.
In an effective environment, leaders show employees that he or she will take risks and encourages others to do the same. This is where I believe a true motivation comes from, not just to work, but also to excel. To do this, I believe people need recognition, assimilation, encouragement, and involvement. People respond to individuals whom are available and show interest in them. Likewise, the importance of listening applies for anyone who hopes to communicate with others. Listening is the single most important communication skill and is where effective communication begins. Active listening requires intense involvement in a conversation. I intend to focus on my concentration while in a conversation, after all, nobody is more persuasive than a good listener is. By applying active listening, I will make the effort to understand what others are trying to relay to me. Thus, with the addition of active listening, not only will I gain the respect of my employees, but also I will have added another skill of motivation.
Globalization, human diversity, and ethical issues challenge leaders as they prepare for the future. The changing world calls for leaders who react openly to the introduction of new cultural identities. Developing a leadership style in response to global awareness, diversity, and ethics will give leaders an edge as they build relationships. By understanding what it takes to prepare for these new aspects of leadership, leaders can maximize their potential as they venture into the future. Much like sheep needing a Sheppard, a group needs a leader to guide them in the right direction.
References
Adler, R.B. & Rodman, G. (1991). Understanding Human Communication. Fort Worth:
Holt, Rhinehart, & Winston.
Brooker, Katrina. (2001, May). The Chairman of the Board Looks Back. Fortune, 28,
64-72.
Robbins, Stephen P. (2001). Organizational Behavior (9th Ed.).
New Jersey: Prentice Hall.
