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DEPARTMENTS AT A GLANCE STRATEGIC COMMENTARY HOW TO… e-HR HOW TO… PRACTITIONER PROFILE Practical advice for HR professionals METRICS HR AT WORK REWARDS RESEARCH AND RESULTS Help your managers develop leadership skills hile all leaders have the skills is what bridges the gap between but name. ability to manage, only a managers acting predominantly to Joanna Knight, director of Berkshire Wsmall proportion of managers maintain the status quo and leaders Consultancy Limited, believes leadership have the necessary skills to become real that drive and affect change. Inevitably skills can be taught. Here, she outlines leaders. Strong leadership is essential to a leader will have been a manager at five key skills that must be developed ensure employee loyalty, high some stage in their development, but before a manager can also be performance and most significantly, to the issue for many companies is that characterized as a leader. take a company forward. the individuals leading their The presence of a number of core organizations are still managers in all 1 3 4 5 AN ENVIRONMENT DEVELOP A ENCOURAGE AN BUILD THE ABILITY BALANCE THAT EMBRACES SENSE OF SELF- APPRECIATION OF TO INFLUENCE ADAPTABILITY CHALLENGE AWARENESS OTHERS’ SKILLS OTHERS AND CONSISTENCY The balance between A good leader will recognize To be an effective leader it’s It’s vital to create an To be an effective leader it’s adaptability and consistency the different skills that those essential to develop strong atmosphere in which people essential to develop an is key to gaining the respect around them bring. Managers influencing skills. If a feel they are treated as peers innate sense of self- of employees and effective that actively embrace manager works on the basis rather than subordinates. awareness. People will leadership. The most diversity and truly encourage that if they don’t comment Someone that doesn’t like respond much more important consideration for creative, idiosyncratic input on people’s performance challenge is unlikely to create positively to individuals who any business are the will move the employee then everything is fine, the an environment in which engender respect – it’s outcomes it achieves and relationship on from one implication is that only people are free to question essential that leaders know thus a results-driven focus characterized simply by a negative feedback will be one another. Leaders must what they stand for and are must be maintained. The transactional “you pay me, I given. In this type of culture learn to deal with potentially prepared to do to make that development of the team do my job” approach. people are unlikely to be difficult conversations happen. must correlate with a positive An employee that feels highly motivated or effectively to demonstrate 360-degree feedback can increase in productivity. A valued is an employee that understand how to achieve they are able to take on play an important role in good leader will enable will work harder. Employees peak performance. leadership issues and resolve helping individuals heighten employees to follow their must be aware that their Also, many leaders work in them. their sense of awareness, own path rather than dictate strengths are recognized, complex environments where The paradox that leaders realize their strengths and a definitive route, as long as appreciated and developed they will need to influence must deal with is that weaknesses and afford them the desired results are and weaknesses are being business partners beyond directness increases the opportunity to build and achieved and core principles monitored and addressed their direct authority. confidence as people know develop a team around them adhered to. A true leader will rather than being ignored or Executive coaching can be an what the issues are and what to move the business realize the potential of those punished. effective means of refining they need to do to address forward. around him/her and in doing influencing skills and them. so improve morale, drive strategies. change and increase output. Volume 4 Issue 1 November/December 2004 5
Strategic HR Review – Emerald Publishing
Published: Nov 1, 2004
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