In chapter three, the author of the article relates the impressive performance of an organization with the ability of an organization to target high achievement levels and strong business culture. A company’s performance also depends on the management in the sense that managers who portray shrewd management skills help to extend the necessary support and empowerment to employees within an organization. Highly skilled managers are also able to develop appropriate measures and strategies that may help employees of an organization to be as productive as possible according to their various job descriptions.
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The success of such strategies depends on a manager’s ability to equip employees with techniques that can be used to test the boundaries and help them develop their relevance towards the general development of an organization. In any given organization, leaders should undertake different roles in an appropriate manner. For example, the inward leadership role focuses on the internal activities of a firm. Examples include task performance, boosting morale, cohesiveness, continual development and learning as well as intra-personal relationships. While undertaking this role, leaders should be in a position to closely engage and interact with other members of the team.
This implies that an inwardly capable leader should be in a position to create techniques that help in defining and crystallizing the values, vision, mission, goals, and objectives of an organization. In other words, an inward leader should base his or her focus on the ability to perform a particular task, such as the efficient sharing of information and internal communication of the group. Other leadership roles include exemplary and eccentric leadership characteristics.
On the other hand, an outward leadership role requires leaders to establish and maintain appropriate working relationships with other important players within the external world of an organization. Some of the typical examples of key players include customers and suppliers, as well as other significant stakeholders who might impact the activities of an organizational team in one way or another (Williams, 2005).
Chapter four of the article focuses on the need for leaders to adopt and respect the various engagement rules. Before embarking on the mission and vision of an organization, it is vital for employees to have an adequate understanding of their various job portfolios. This will assist them in acquiring prior information on whether they will benefit from various activities under their engagements. Any deviations or challenges noticed during this process should be rectified before engaging in other activities.
It is the leader’s responsibility to ensure that an organization maintains a very close engagement among employees. This means that cases (such as information overload and increased work) should not exist in organizations that enjoy the close engagement. However, it is pertinent to note that engaging people quite closely may result in increased competing demands. In such circumstances, some leaders tend to ignore the importance of close engagement and instead focus a lot on other activities that are not demanding.
The engagement process is continuous in nature. It involves different activities, such as sensing and integration. It may take up to several months before an individual is fully engaged in an organization. Moreover, engagement rules are based on different prevailing case scenarios, such as the ability of an organization’s leadership to select the right people and assign them appropriate roles. The employees should also be in a position to determine the contribution they make to an organization and whether they stand to benefit. Lastly, the management should also visualize the importance of introducing appropriate strategies that can boost the overall engagement process (Williams, 2005).
Williams, M. (2005). Leadership For Leaders. London: Thorogood Publishing Limited.