Important aspects of a good leader

Leadership and management

Leadership and management are ideally the basic elements of any business strategy. Over time, scholars have debated on the dynamics of what makes up a good leader or what exactly good leadership is. Postulates and theories have been put forward, trying to explain leadership and management. Team effectiveness and productivity are improved by having proper management of the team. However, the teams, groups, and organizations are managed by leaders who have to be competent enough to lead the team to success. The impact management has on a team’s performance is significant now more than ever. This is because these teams today are made up of skilled and talented individuals that need to use their knowledge in sync with other team members to achieve the set objectives. The leader or team management is the one to ensure that the team is working hand in hand with one another.

For leaders to effectively draw up strategies and policies for their team, they need to work on their leadership skillset so that they could act as an example to employees. Training programs have been set up to ensure that the managers and leaders get the skills needed to guide the other team members. Business experts have suggested that subordinates follow the example set by higher-ranking individuals in the organizational structure and are more inclined to perform their tasks in the way their managers do (1). It is, therefore, crucial that the managers and leaders be equipped with the required skill to lead others. Leadership skills are, however, dynamic and help the leader in certain situations which require the skills. For instance, in many leadership training programs, they are taught to manage conflict within their teams.

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Communication as an  important aspect of a good leader

Perhaps the most important aspect of a good leader is the communication element. Some scholars have suggested that leadership entails taking action, making decisions, improving teamwork, and keep in touch with each member of the team. Leaders make use of all forms of communication to ensure that the team members are all aware of the team objectives that have been set. Leaders use written forms of communication, addressing the whole team or private conversations with each member. Ideally, the element of communication allows the leader to understand how effectively the team is working. The managers should be sure to ensure two-way communication is instilled in the team where each team member is able to share their views, ideas, and notions.

In recent years, it has become clear that a leader serves more as a way of keeping employees in line. Leaders can now offer motivation and inspiration to their employees so that they can achieve more. This is better than keeping pressure on the employee for a result. If the employee understands that company success would bring their own success, then they become motivated and work more effectively (2). Furthermore, managers and leaders cannot encourage their employees to work harder if they do not act as an example and work had themselves. Motivation and inspiration are, however, two different concepts that need to be treated differently. The only way a leader can inspire the other subordinates is to make sure they have a common goal or a common vision. This encourages them to work hard in the best interests of the company. Motivation, however, is best done by rewards or recognition. This includes the use of incentives and bonuses to award hardworking employees with results. Other awards to recognize these employees include an employee of the month. Employees aspire to get these awards and rewards and, in doing so, bring success to the company.

Any set of individuals are able to form a team and work together towards a certain goal. However, it takes a good leader and certain traits in the team members to ensure the team is a success. Any team is susceptible to having conflicts, and the leader should anticipate such scenarios and try hard to avoid them. The way of making sure there is little or no conflict in the team is to ensure that each member maintains respect for the other. In the case of a conflict, the leader should not be quick to take actionagainst the people involved but rather should lend a listening ear. This will help in making the decision in the end. Competent leaders are chosen by such moments are the decisions they make in such situations. If a conflict is not resolved fully, then the team will no longer work together effectively. As earlier stated, it is imperative that the team members are in good relations with one another. Disputes today are resolved by emotionally intelligent people. The emotionally intelligent individuals are able to understand what the people in the conflict are feeling and use that to resolve the conflict. Ideally, good leaders should have this trait and also be excellent mediators. In training, leaders and managers are taught the theoretical aspects of conflict management, but it is important that they are able to apply these notions and theories in real-life situations (3).

Team dynamics as  a very important component of establishing an effective team

Team dynamics is also a very important component of establishing an effective team. Developing an ideal team would need to understand the strength and weaknesses of every individual in the team. In this way, leaders and managers are able to give out tasks to the individuals who can perform them effortlessly. Traits like commitment, resilience, handwork, honesty, and self-awareness are the common strengths in team members. There is a very low chance that one individual has all of these traits, and that is why they work more effectively as a team (4). Team members should be able to identify each other’s weaknesses and be able to compliment them appropriately. For instance, if an employee is really committed, then they will go the extra mile to help other team members who need help with their tasks.

There are cases where team members are not ideal for the team and, in fact, slow down the progress of the whole team. This could be because of their unwillingness to comply with given instructions or even that they are not able to complete tasks on time. Their members lack the skillset and knowledge of the required tasks. Such members should simply be removed from the team and be replaced with more competent members who are more willing to work in the best interest of the business (5). Nonetheless, a leader should never forget that their team members are not machines are deserve gratitude and praise for whatever they achieve. Studies have shown that employers and leaders who take credit for the work of their employees eventually do not get effective or reliable team players. Furthermore, the success of the employee is not guaranteed, and the employee loses interest in achieving the goals of the company.

Utilizing team members in the team is very important. An overworked employee tends to be less efficient, and under worked employees tend to give no result. Once a leader spots that an individual has a talent or a phenomenon skill, the leader should focus on similar tasks to the individual but carefully so as not to overwork them. Such tasks would be done very effectively as these individuals have the skills and know-how needed to compete with the tasks. A leader should be able to acknowledge an employee’s skills and talents while putting them to good use. The importance of a high-performance team is too significant to be overlooked. Under performing teams are characterized by bad team relations, bad leaders and managers, and lack of skill set in the team and its leader (6). If these factors and aspects are taken into consideration and improved, then they can have a positive impact on the performance of the team in general. However, it is critical to remember that the first step in achieving such a goal is ensuring that the leader in charge of the team is competent.

  1. Belet, D. (2016). Enhancing leadership skills with action learning: A promising way to improve the effectiveness of leadership development. Development and Learning in Organizations, 30(6), 13-15.
  2. Gritzo, L., Fusfeld, A., & Carpenter, D. (2017). Success factors in R&D leadership: Leadership skills and attributes for R&D managers. Research Technology Management, 60(4), 43-51.
  3. Harris, M. B., M.D., von Keudell, A., MD, McMahon, G., M.D., &Bierer, B., M.D. (2014). Physician self-assessment of leadership skills. Physician Executive, 40(2), 30-4, 36.
  4. Iordanoglou, D. (2018). Future trends in leadership development practices and the crucial leadership skills. Journal of Leadership, Accountability and Ethics, 15(2), 118-129.
  5. Kearns, K. P., Livingston, J., Scherer, S., &McShane, L. (2015). Leadership skills as construed by nonprofit chief executives. Leadership & Organization Development Journal, 36(6), 712-727.
  6. Rao, M. S. (2014). Leader interpersonal and influence skills: The soft skills of leadership. Anvesha, 7(2), 58-60.

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