The Leadership Pipeline, Research Paper Example

Leadership Development

The summary is based on an interview with a leader in an organization that is in my field of career. The information achieved in this interview plays a crucial role in leadership development

Job description for a leader

As a leader in the organization, th roles and duties definition of the goals of the organization, formulation of strategic plans and organization of human resources in a manner that facilitate achievements of the goals through implementation of strategic plan. Creation of a compelling sense for the future of the organization and interpretation of appropriate actions that are likely to yield success is an important role of a leader.

Types of decisions do you make

The position of leadership in an organization requires making of different kinds of decision with varied levels of complexity. In the first place, leaders make the simplest decisions that require their authority as well as accountability. Although these decisions affect other people, there is no need for consultations. However, it is crucial for the leader must to acknowledge the potential implications of the decision on other people. A leader also makes complex decision in which case the support and understanding of other people becomes crucial. These involve strategic decisions that must be vetted by the stakeholders. The participation of the stakeholders augments commitment and alignment of the decisions to the goals of the organization. In this case therefore, consensus is a requirement (Zenger, et al., 2011).

Typical day for a leader and challenges

Waking up early is important to start the day for a leader, around 6.15 am is ideal. Taking some exercise before breakfast is important in controlling the body weight, achieve efficiency in blood flow, boosting energy and moods enhancement. About twenty five minutes are ideal for commuting and this activity should not waste the time of the leader. Commuting time can also be used for phone calls, responding to emails and listening to audio books. On arrival at the office, management of emails and texts is an important consideration which serves the purpose of communication. The leader uses about 25 minutes in strategy formulation and planning. This is followed by attending meetings as well as conferences that are meaningful and productive. Collaboration with workmates is an equally important item in the daily schedule for a leader.

Skills and competencies for a leader

Skills and competencies are essential in the position of leadership. The leader must display flexibility and open-mindedness in execution of duty. The leader must also appreciate cultural diversity as well as sensitivity in the workforce. Resilience, energetic, resourceful and optimistic leaders are best suited in addressing complex situations. Stability in life is an equally crucial competence among leaders and ability to exhibit integrity as well as honesty in execution of mandate. Technical skills and value addition also enhances the performance of the leader (McCall  & Hollenbeck, 2002).

Management and leadership

There is a clear distinction between management and leadership although both concepts naturally overlap with respect to the skills that are applicable in both. Management entails some processes which are responsible for continued functioning of the organization. These processes are associated with planning, staffing, job clarification, budgeting, performance appraisal and solving problems when need arises. On the contrary, leadership involves alignment of human resources to the visions of the organization through encouraging communication, inspiration as well as motivation. Harmonious running of organizations is reflected by proper coordination of management and leadership roles. The management is only able to implement target-setting concepts if leadership in the organization is good.

Leadership approach

Leadership approach is best dictated by the prevailing situation. It is important to adjust decisions made, the orientation as well as the approaches to motivation on the basis of distinctive permutation of factors in a situation. The type of work in the organization, the structure of the organization, employees’ characteristics and the preferences of the leader play a crucial role in determining the leadership approach to be embraced. Another important consideration in leadership approach is maturity level of employees in relation to the tasks ahead of them. Higher levels of maturity prompt the leader to reduce the task behavior and elevate relationship behavior. This can be balanced until the employees attain moderate levels of maturity. With high levels of maturity, both task behavior and relationship behavior are decreased.

Important leadership competencies important for success in the organization

Leadership competencies are responsible for promotion of good leadership. A good leader must be able to effectively manage change in the organization, make good decisions, solve problems, take risks as well as innovations and set strategic goals and vision. the leader must also be capable of effective communication, developing followers, value diversity and potential differences among employees, maintain positive relationship and effectively manage teams and groups in the workplace (Brown, 2001).

Professional development advice

A position of leadership requires a culture of self-improvement, professional development as well as personal productivity. This is a position that requires proper time utilization because time is a precious resource in this regard. The leader must at all times strive to gloom his/her career so that greater heights are achieved.

Common misconceptions or pitfalls in leadership

Rampant cases of corruption, pandemic layoffs, frauds, unadulterated greed and financial mismanagement can easily befall a leader in the course of duty if care is not taken. It is good to avoid potential pitfalls, with all efforts, time and energy being devoted upholding motivation and productivity of employees.

References

Brown, L. M. (2001). The leadership pipeline: Book review. Business Book Review, 18(9). Business Review, 89(10), 84-92.

McCall, M., & Hollenbeck, G.  (2002). Developing global executives: The lessons of international experience. Boston, MA: Harvard Business School Publishing.

Zenger, J. H., Folkman, J. R., & Edinger, S. K. (2011). Making yourself indispensable. Harvard.