Competences of leader: Difference between revisions
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High '''competences of leader''' are required in every [[organization]] to achieve its objectives. Leader is a manager who effectively and efficiently manages the entire [[enterprise]], performing basic [[management]] functions such as [[planning]], organization, management and control. | High '''competences of leader''' are required in every [[organization]] to achieve its objectives. Leader is a manager who effectively and efficiently manages the entire [[enterprise]], performing basic [[management]] functions such as [[planning]], organization, management and control. | ||
Revision as of 20:19, 19 March 2023
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High competences of leader are required in every organization to achieve its objectives. Leader is a manager who effectively and efficiently manages the entire enterprise, performing basic management functions such as planning, organization, management and control.
Basic skills and competences of leader
- Technical skills - needed to perform and understand the way in which are performed specific tasks within the company and the work of his subordinates. Manager must have appropriate intellectual potential and the ability to learn quickly, mastering new skills along with a dynamically changing environment and organization,
- Interpersonal skills - enabling the manager to work with other employees or representatives of other organizations. Ability to establish and maintain contact, understanding and motivating other people, active listening, with the assurance of a favorable atmosphere for work;
- Conceptual skills - ability to treat organization as whole, perceiving the relationships between its various components and its environment, analyse and diagnose complex situations and make decisions, requiring an open mind, ability to provide a coordinated action during and appropriate use of its resources: human, financial, material and information,
- Political skills - depends primarily on strengthening manager's own position and establishing appropriate contacts, requiring skills for self-presenting as an energetic, efficient, courageous and full of enthusiasm and an open compared to others, but also assertive, knowing what he wants and what he is going to do.
See also:
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.
