Introduction
A leader is one who has the success of the organization at heart. As a result, for the survival and long-term growth of an organization, the leader need to create and innovate; this should be recurrently done as they breathe.
According to John Hamms (2006), “the duty of a leader is to motivate employees with the aim of achieving the organization’s goal (p.116). Hamm’s noted that a manager’s skill to successfully communicate with employees with the intention of achieving organizational goal is important to strengthening employee loyalty, organizational efficiency, and eventually the possibility of an organization accomplishing its goal.
Additionally, the responsibility of a manager/leader is to encourage the employees to take responsibility for achieving the organizational goal.
Despite the fact that leading and strengthening employee commitment and organizational success calls for a deeper understanding of change and a new set of leadership skills and strategies, leaders must broaden their understanding and insight toward attaining organizational goals, let go of or build off of their old approaches, and guide the process of change differently.
In particular, managers must transform their beliefs about people, organizations, and change. They must view employees through a different perspective to distinguish the real motivators of organizational goals; and they must adjust their leadership approach and actions to accommodate employees.
This essay will outline the list of messages that leaders/managers must manage well in order to lead their employees toward attaining the organization’s goal(s).
The messages leaders must manage well
For managers to effectively convey messages to employees in order to lead them toward attaining their organizational goal(s), they need to understand the principles of organizational behavior, that is, the ways individuals and groups tend to act in organizations.
By becoming acquainted with employee differences, managers would understand and manage employees and co-workers through many challenges to achieve the organizations goal.
Person Variables
To the extent that employee or a firm’s variable is involved, the vital aspects of an employee which determines his/her manner of acting are his personality traits, the willingness of being able to perform and drives. Both outstanding similitude and variations are visible with employees with regard to these three characteristics.
Personality traits, the willingness of being able to perform, personal needs and drives of employees are vibrant in each of their personality. These characteristics inside an employee are likely to adjust in their intensity and value within a short while.
They are also subjected to be in variance with one another. Moreover, employees traits, the willingness of being able to perform and personality drives has a major role in inspiring, holding or ending an employees performance; they also conclude on the option and manner of an employees actions.
Attitude
Attitude is the first message that must be addressed by managers. Managers in must accept that some employees come to work willing to perform their duties with enthusiasm, while others carry out their duties reluctantly.
Some employees deal with work related challenges with the belief that they and their colleagues will work together in order to achieve the organization’s goal; others show critical attitude or an irresistible feeling of fear and anxiety. These unusual attitudes, to a certain extent point out the differences in an employee.
Clearly characterized, an attitude is an appraisal that motivates a person to behave or perform assigned duties either efficiently or not. An employee who loves and performs his/her duties with interest, most likely will deal with work related challenges optimistically, while an employee without enthusiasm is improbable of showing much interest to challenges at work (hence not working toward achieving the organization’s goal).
Personality
The second message that must be addressed by managers is personality. In the workplace, we find employees whose behavior is consistently pleasant or aggressive or stubborn in variety situations. To explain that behavior, we may say, “He has a pleasant personality” or “She has an aggressive personality”. An employee’s personality is the uniqueness that motivates behavior toward ideas and the society.
Managers would be able to manage employees and co-workers successfully, only when they understand their personality. Understanding employee’s personality will help managers detect how an employee will behave in certain situations. Mangers that understand and value their co-workers personalities would be able to communicate with them in order to achieve the organization’s goal.
Perception
The third message that leaders/ managers must address or communicate to employees is perception. Employees have different approaches of performing their duties, in view of the fact that they observe their work and the work situation from different perception.
On the other hand, because of employees variations in what people observe and how they coordinate and understand it, perceptions is different among employees and hold opposing views from accomplishing the organizations goal.
Distinguishing between what is apparent to an employee is the fundamental aspect in determining the nature or cause of a work related critical or unusual difficulty. Besides, perception can be considered a stepwise process.
Motivation
Motivation is the last message that must be addressed by managers/leaders. It is the complex forces that keep an employee at work; it moves employees to action as they continue their already initiated course of action. Managers can use motivation theory to help satisfy employees’ needs and simultaneously encourage high work performance.
In conclusion, leaders understand that their role is to bring out the answers in others. They must effectively perform their duties and communicate with employees to attain organizational goal by quickly noticing employee involvements, demanding or stimulating situations, and the relationship with employees.
Works Cited
Hamm, John, “The Five Messages Leaders Must Manage”, Harvard Business Review 84.5 (2006): 114-122. Print.