Leaders are not only responsible for their actions within an organization, but also the success of the rest of the staff of the firm. Leaders have considerable influence on the personal performance of the staff in a firm. As such, leaders must ensure that they display good characteristics to encourage the other members of staff to perform effectively. A leader must help his subordinates to realize their potential and achieve success in their operations. First, a leader can use motor skills to influence his subordinates to improve their performance (Bailey, 2013). Motivation incentives help the staff feel worth and as part of the organization. Motivation techniques from a leader instill confidence in the members of staff and encourage them to express themselves freely to their supervisors. On the other hand, a leader is responsible for the success and failures of an entity that they serve. Leaders are responsible for setting the goals and standards of an organization (Sternberg, 2012). As such, the ability of an organization to withstand external forces depends on the leader’s ability to manage the firm.
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The responsibilities of leaders within the organization are bound to change with time. However, only the tactics or the extent of responsibility changes across careers. For instance, the success of an organization will always be a leader’s responsibility regardless of the time and the kind of firm in which the leader serves. Nonetheless, the extent to which the leader bears the responsibility of an organization change with the kind of leadership employed and the nature of the organization. Authentic leaders can influence and train people to bear the responsibilities of their actions thus reducing the burden of success on the leaders part (Associations Now, 2008). Consequently, leaders who easily motivate the staff to perform in a certain way endure fewer organizational burdens. Therefore, the responsibilities of a leader remain constant across all careers, only the extent of involvement varies.
Sternberg, R. (2012). A Model for Ethical Reasoning. Review of general psychology, 16 (4), 319-326.
Associations Now. (2008). The CEO-to-CEO: Leadership styles, ethical dilemmas. The center for association leadership, 1 (1), 1-4.
Bailey, S. (2013). Business Leaders Beware: Ethics Drift Makes Standards Slip. [Blog Post]. Web.