Being Communication Issues Leader
Being a leader means assuming a range of roles and responsibilities (Bowerman and Wart 89). Additionally, a leader must be able to acquire new skills and train them successfully. The ability to communicate efficiently can be developed by developing the skills such as active listening and the ability to negotiate, thus, addressing the emerging conflicts in a timely and efficient manner. In other words, to be able to communicate successfully, I will have to work on my skills of intensive listening.
Additionally, the necessity to develop the ability to solve the emerging conflicts must be acknowledged. There is no need to stress that conflicts occur even in the most relaxed environments. Although conflicts are traditionally viewed as negative phenomena, avoiding them does not seem a reasonable strategy, as one will be unable to handle a conflict unless having real-life experiences of managing ones (Eunson 8). Therefore, these are not the avoidance approaches, but the negotiation strategies that will help me as a leader to manage communication processes in a team.
Getting Priorities Straight
Additionally, the ability to plan, prioritize and organize work must be brought up as an essential quality that will allow a leader to distribute roles and responsibilities adequately among the team members, as well as set specific and measurable objective, supervising the team members and evaluating the progress made by the latter. The qualities in question can be developed with the help of an adequate time management strategy, as well as the reconsideration of the leadership qualities required for the specified tasks.
Particularly, as a leader, I will need to get my priorities straight so that I could be able to navigate in the array of tasks and define their urgency, therefore, locating the ones that will have to be carried out within the nearest amount of time (Wart 234). Moreover, the organization of work will require an appropriate distribution of roles and responsibilities among the staff members. For this purpose, an elaborate hierarchy will have to be introduced to the team; as a result, the members of the team will be able to identify the key objectives and strive for their accomplishment (Rothstein and Burke 245).
Flexibility and Sustainability
Last but definitely not last, I have learned about the aspect of leadership known as the flexibility of approach. The given quality is crucial to successful project outcomes; therefore, a leader must strive for developing enough flexibility. Moreover, the significance of flexibility has recently increased due to the enhanced rates of diversity in all domains, including work, education, etc. In other words, a leader must be able to adapt to new circumstances, unique characteristics of the people, who contribute to the evolution of the company, certain changes in the political, economic or financial environment, etc. (Tom and Barrons 68).
Flexibility, in its turn, can be boosted with the help of the concept known as sustainability. Traditionally defined as a “business approach that creates long-term shareholder value by embracing opportunities and managing risks deriving from economic, environmental, and social developments” (Carrol and Buchholtz 3), organizational sustainability presupposes a reasonable use of the company’s resources and , therefore, helps a leader make sure that the resources at the company’s disposal leave enough room for flexibility in decision-making. The incorporation of sustainability into the array of concepts to be considered when developing leadership skills can be viewed as an endeavor to go outside of my coursework and engage in self-directed learning.
Works Cited
Bowerman, Karen Dill and Montgomery Van Wart. The Business of Leadership: An Introduction. New York City, New York: Routledge, 2014. Print.
Carrol, Archie and Ann Buchholtz. Business and Society: Ethics, Sustainability, and Stakeholder Management. Boston, Massachusetts: Cengage Learning, 2014. Print.
Eunson, Baden. Conflict Management. New York City, New York: John Wiley & Sons, 2013. Print.
Rothstein, Mitchell Grant and Ronald J. Burke. Self-management and Leadership Development. Northampton, Massachusetts: Edward Elgar Publishing, 2010. Print.
Tom, Deborah and Richard Barrons. The 7 Secrets of Leadership Success. London, UK: Random House, 2012. Print.
Wart, Montgomery Van. Dynamics of Leadership in Public Service: Theory and Practice. New York City, New York: Routledge, 2014. Print.