Responsibilities of leader: Difference between revisions
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The manager who wants to formulate and implement the [[strategy]] of the [[organization]], as well as effectively manage human resources, must be a leader. The leader knows how to set goals, which the organization is expected to implement in the future, and, above all, knows how to influence subordinates to achieve these goals. In this regard, the leader manager can be called simply a leader who has the formal authority within the organization, but the impact on people's [[behavior]] is due not only to the formal powers but actual abilities to influence people. | The manager who wants to formulate and implement the [[strategy]] of the [[organization]], as well as effectively manage human resources, must be a leader. The leader knows how to set goals, which the organization is expected to implement in the future, and, above all, knows how to influence subordinates to achieve these goals. In this regard, the leader manager can be called simply a leader who has the formal authority within the organization, but the impact on people's [[behavior]] is due not only to the formal powers but actual abilities to influence people. | ||
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Therefore, it follows that the leader is a man who in a certain group of people stimulates the [[process]] of setting and achieving goals, liberating in themselves and others enthusiasm and ability and the best character traits. | Therefore, it follows that the leader is a man who in a certain group of people stimulates the [[process]] of setting and achieving goals, liberating in themselves and others enthusiasm and ability and the best character traits. | ||
'''See also:''' | '''See also:''' | ||
* [[Competences of leader]] | * [[Competences of leader]] | ||
{{infobox5|list1={{i5link|a=[[Management styles]]}} — {{i5link|a=[[Motivation]]}} — {{i5link|a=[[Job performance]]}} — {{i5link|a=[[Theory X and Y]]}} — {{i5link|a=[[Internal motivation]]}} — {{i5link|a=[[Leadership models]]}} — {{i5link|a=[[Hersey and Blanchard model]]}} — {{i5link|a=[[Negative motivation]]}} — {{i5link|a=[[Job design]]}} }} | |||
==References== | ==References== | ||
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* Hajro, A., & Pudelko, M. (2010). ''[http://dspace.brunel.ac.uk/bitstream/2438/8372/2/Fulltext.pdf An analysis of core-competences of successful multinational team leaders]''. International Journal of Cross [[Cultural management|Cultural Management]], 10(2), 175-194. | * Hajro, A., & Pudelko, M. (2010). ''[http://dspace.brunel.ac.uk/bitstream/2438/8372/2/Fulltext.pdf An analysis of core-competences of successful multinational team leaders]''. International Journal of Cross [[Cultural management|Cultural Management]], 10(2), 175-194. | ||
* Van der Merwe, L., & Verwey, A. (2007). ''[http://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/117/137 Leadership meta-competences for the future world of work]''. SA Journal of Human [[Resource]] Management, 5(2), 33. | * Van der Merwe, L., & Verwey, A. (2007). ''[http://www.sajhrm.co.za/index.php/sajhrm/article/viewFile/117/137 Leadership meta-competences for the future world of work]''. SA Journal of Human [[Resource]] Management, 5(2), 33. | ||
[[Category:Human resources management]] | [[Category:Human resources management]] | ||
[[Category:Group work]] | [[Category:Group work]] | ||
[[pl:Zadania lidera]] | [[pl:Zadania lidera]] | ||
Latest revision as of 03:46, 18 November 2023
The manager who wants to formulate and implement the strategy of the organization, as well as effectively manage human resources, must be a leader. The leader knows how to set goals, which the organization is expected to implement in the future, and, above all, knows how to influence subordinates to achieve these goals. In this regard, the leader manager can be called simply a leader who has the formal authority within the organization, but the impact on people's behavior is due not only to the formal powers but actual abilities to influence people.
Managerial positions often are not occupied by leaders, because leadership is not associated with the position, but as mentioned before with individual characteristics and leadership skills of specific individuals. Leaders perform three important functions with which they can win and influence people:
- Linking own objectives with the objectives of their subordinates - this is often the effect of satisfying the basic needs. Good leader reinforces the sense of realization of the deeper purpose, so people have the conviction of pursuing a common goal. Leaders are promoters, all persons involved in the project reach their own goals
- Initiate and sustain of people's inner drive - the basic requirement is the sincere belief of purpose and success of a project. Important for leader is waking up enthusiasm in himself, and this enthusiasm and conviction of success will then motivates people.
- Extraction from people what their best - understood as facilitating people to action at the level of their biggest opportunities in a given situation and time, and thereby provide a chance to develop. Leading contributes not only to the effective performance of subordinates, but also shapes the creators of great achievements and innovations.
Therefore, it follows that the leader is a man who in a certain group of people stimulates the process of setting and achieving goals, liberating in themselves and others enthusiasm and ability and the best character traits.
See also:
| Responsibilities of leader — recommended articles |
| Management styles — Motivation — Job performance — Theory X and Y — Internal motivation — Leadership models — Hersey and Blanchard model — Negative motivation — Job design |
References
- Azouzi, M. A., & Jarboui, A. (2013). CEO emotional intelligence and board of directors' efficiency. Corporate Governance: The international journal of business in society, 13(4), 365-383.
- Hawkins, J., & Dulewicz, V. (2007). The relationship between performance as a leader and emotional intelligence, intellectual and managerial competences. Journal of General Management, 33(2).
- Hitt, W. D. (1993). The model leader: a fully functioning person. Leadership & Organization Development Journal, 14(7), 4-11.
- Hajro, A., & Pudelko, M. (2010). An analysis of core-competences of successful multinational team leaders. International Journal of Cross Cultural Management, 10(2), 175-194.
- Van der Merwe, L., & Verwey, A. (2007). Leadership meta-competences for the future world of work. SA Journal of Human Resource Management, 5(2), 33.
