Decisive Decisions in Leadership, Essay Example

The modern-day business environment is wrought with numerous and complex challenges that usually serious implications on the performance of the human resource aspect of business. One of the most significant impacts of these challenges is the high probability of the cause of conflict between two or more members of an organization’s human resource team. One of the most essential qualities of leaders is decisiveness.

Decisiveness is essentially the degree to which the magnitude of force turns into differential success. The decisiveness parameter considerably affects the outcome, without its reduced use, it renders the decisions and decision making process yield a hegemonic outcome (Bateman & Snell, 2014). When the majority of the efforts in solving conflict are excessively decisive, then the inevitable resultant climax is the hegemonic conquest.

All decisions should not be made by the manager, delegation of duties should be practiced. Empowering other team members allows for the delegation of duties and responsibilities, reducing lead times and increasing efficiency (Sari, 2008). Responsibility is an essential aspect of efficiency and optimal performance. In order for functions to be effected, they have to be delegated. Tis also makes the decision making process open and effective in the long-term.

In the course of day-to-day operations in an organizational setting. Leaders often make decisions that are largely criticized by their subordinates in one way or another. It is crucial that managers be able to manage this criticism in a way that would yield the best plausible results (Bernotavicz, Brittain, & McDaniel, 2010). A leader takes criticism with controlled emotions, understanding the criticism is directed towards their actions as opposed to themselves as individuals. Furthermore, leaders use criticism as a propellant towards improvement. Leaders can also effectively handle criticism by admitting their mistakes when they occur and engaging critics and keeping them informed of the change process in effect.

References

Bateman, T. S., & Snell, S. A. (2014). Management : leading & collaborating in a competitive world (11th ed.). New York: Mcgraw-Hill.

Bernotavicz, F., Brittain, C., & McDaniel, N. (2010). Leadership Competency Framework. Albany: The National Child Welfare Workforce Institute. Retrieved July 15, 2015, from http://lcwcwp.com/bb/LeaderCompFrame.pdf

Sari, E. (2008). The Relations Between Decision Making in Social Relationships and Decision Making Styles. World Applied Sciences Journal, 3(3), 389-381. Retrieved July 15, 2015, from http://www.idosi.org/wasj/wasj3(3)/5.pdf