Leadership Strategies in Organization and the Impact of External Forces essay
Successful leadership is one basic part in the success of group and almost anybody may learn to be a successful leader. Leaders are really made, not born. This paper concentrates on leadership in the organization and how to be an effective leader. It also shows the effects of external forces in the organization. Additionally, this work defines what the leadership strategy actually is and how to go about developing one for the organization that will forever alter the manner the company develops leaders and creates new leadership abilities. Lastly, this paper describes the essence of the organizational design.
Features of the Effective Leader
Some say the finest leaders are born, and not made. And whilst there are, in fact, some born leaders, many more have sharpened the leadership skills with the help of wide practice. So, to become the most effective leader it is important to keep some crucial things in mind.
Be prepared for commitment: The successful leadership is far more than merely offering tasks and direction. It demands the vision, collaboration, practice and thorough planning. And this takes time and lots of hard work. If a person is not really one of the “born” leaders, it is crucial to be ready for the serious commitment to honing the leadership skills.
Assess personal strengths and weaknesses: A perfect leader excels in some spheres, but also realizes his or her restrictions. Realizing the strengths and weaknesses assist a leader in delegating the accountability accordingly, hire individuals who complement you and realize what spheres you need to work on to become a far more successful leader.
Learn people’s perception: Successful leaders have a scrupulous acknowledgement of how they are perceived by people. This information will make a leader better capable to communicate with personnel and realize what features he or she needs to work on to manage more effectively. For instance, if a leader is known as being extremely harsh, it is highly recommended to work on the tone of voice and utilize more praise. It is usually difficult to know how personnel members perceive a leader, so it is useful to observe them better or ask them in the mild way, for instance, “If you had to list my finest and worst features, what would they be?” The unsigned comment box might also provide the necessary data.
Know the features the group values in the leader: There is no really one-size-fits-all leader. To be a successful leader for a definite group, a person will have to realize what characteristics the group values. It is possible to hone whatever characteristics they value (ones that will also motivate them to perform harder and smarter). If a leader does not know the answer to this question, he or she may observe the group members or merely ask their opinion. They will definitely appreciate the commitment to their concerns.
Develop the vision and solid aims: Members of the group have to realize what they are working toward. Leader’s job is to work with the personnel to set measurable aims with the reachable milestones along this path. The members of a team should understand the leader’s vision for the group in general and for them as individual workers.
External Forces that Influence the Company
The strategies accessible to a firm are determined by the firm’s structure. Dissimilar strategies are better suitable to dissimilar environments. Therefore, if a company is to prosper, its structure must totally fit business surroundings, in which it evolves. Whilst there are no complex and quick regulations, there are some environmental characteristics, which tend to have the predefined impacts on the company.
For long-lasting success, a business has to be prepared for adaption to outer forces. To adapt, a company has to acknowledge what outer powers are likely to prompt alteration. Ignoring the external forces, and imagining a company performs in a vacuum, may lead to the huge failure in the market or to the fall down from within (Waterman, Peters, Peters, Waterman, 1988).
Clients can be leaving and asserting they are not satisfied with how they are treated, not satisfied with the goods they bought or not satisfied with rules of the firm. Clients may also concern pressure whilst they are still demeaning the business by making those complaints. For example, it was the instance at the Lloyds TSB bank, where all the charges were lessened in reply to clients’ complaints (Adair, 2009).
Ownership Change: A company can be bought by the outer organization or a person. Usually that novel owner will wish to utilize the novel methods of managing the firm that has worked for it in some other businesses. The fresh owner may be planning to lessen the inefficiencies by lessening the personnel, utilize the dissimilar inventory management approach or have the management philosophy, which will demand huge alterations in a firm.
Competition: Sales can have declined due to the competition from a similar organization, which has at all times been an opponent in the market, or competition from a novel company with the dissimilar approach of winning clients. If the business wishes remain competitive, it will have to fight back by altering the manner it works or modifying what it suggests to the clients. Whilst engaging in rivalry is often an inner part of doing business, that rivalry can be particularly frightening if it comes from an opponent that has some benefit that the company was not ready for.
Technology: Technology may bring the positive alteration to the company, by increasing the efficiencies or making novel products possible. It may also put in danger a firm that is dependent on the old manner of doing business. A company, which faces this challenge, may find a method to incorporate the fresh technology and grow, though this is not at all times achievable.
Industry Regulation: The industry, which the company is a part of, can be the subject to any novel regulation, or may merely have current regulations altered. The fresh regulations might merely influence a part of the company, but it is achievable that each part of the manner the business operates will have to alter to act in accordance with new rules.
Catastrophic Events: Any disastrous event may wipe out the entire business right away, but if that business carries in operating in the wake of some catastrophe, it will likely modify. It may have a reduced labor force, fewer clients, broken equipment or clients with dissimilar requirements. To stay in business, the company will have to alter to accommodate its novel conditions and the requirements of the clients (Waterman, Peters, Peters, Waterman, 1988).
Leadership Strategy
To depict the leadership of a firm, at a minimum it is important to consider:
- The total of leaders required, as indicated by current and projected official leadership places depicted on the organization chart ( function, business unit, level, location, reporting relations)
- The characteristics preferred in selection (demographics, background, experience level, diversity)
- The skills and conduct, which are demanded to realize the business strategy and develop the desired culture (skills, knowledge base, competencies)
- Collective leadership abilities of leaders working together in the groups and across limits to realize strategies, solve troubles, respond to threats, get used to change and so on (Bossidy, Charan & Burck, 2002).
- The desired leadership culture, counting the leadership practices in usage, for instance, collaboration across limits, engagement of workers, accepting accountability for results, creating opportunities for other people to lead, evolving other leaders, learning how to learn.
A successful leadership strategy takes all these aspects into consideration. The leadership strategy makes clear how many leaders company needs, of what type, where, with what working skills, and conducting in what manner to achieve the total success firm seeks. Too small amount of companies have a clear leadership strategy (Bossidy, Charan & Burck, 2002).
Like business strategies, leadership strategies are concentrated on the methodical analysis of the existing circumstances and the knowledgeable view of the future. The strategy provides recommendations to shut the gap among the existing circumstances and preferred future. When the leadership strategy is acknowledged, the leadership evolvement strategy may be formulated to create the preferred future state, and suggestions for the talent management processes may be recognized. Once the strategy is implemented, business outcomes will provide comment on how well the strategy is performing and assist shaping what fresh business strategies may be considered with leadership capacity that has been evolved (Sperry, 2002).
Evolvement of the Leadership Strategy
Alteration is tough and at all times has been. Many executives are not too good at leading alteration in the company as they do not realize the significance of making critical alterations in how the firms are led, not just in how they work. Collaboration among the research and evolvement and marketing is crucial, as it connects logistics, data technology and clients service teams. However, if the collaboration across limits is not made, an open leadership priority, and rewarded, strategies, which depend upon inner or cross-functional teamwork, will most likely run into firm opposition from leaders, who reviewer success by the outcomes in their own spheres alone (Pasmore, 2010).
A strategy makes clear how many leaders a company needs, what type, where, and behaving in what manner personally and collectively to accomplish the success a firm seeks. Getting the leadership strategy right starts with the business strategy and it comprises asking four basis questions:
- What are the drivers of the company’s business? The basic drivers are the things, which make the business strategy exceptional. Drivers, also recognized as “key success aspects,” “crucial success aspects,” or “key value propositions” are few in number and assist a leader in understanding what things the firm absolutely must achieve (Pasmore, 2010).
Basic drivers may be identified by investigating every business strategy or proposal and asking a few essential questions concerning it: Does it represent an organizational ability, which is totally crucial? Could anything else be more basic in finishing the firm’s mission and realizing the vision? What is most essential for competitive accomplishment and mission finishing? Is this something the firm is located to do better than the rivals? Will doing it well interpret into continued or future accomplishment?
- What sort of leadership does company need? If as a CEO or senior executive a leader does not think about the major features of the leaders in a firm and how he wants them to lead, he may not like what he eventually gets. One method to get the handle on leadership culture a company needs for the future organizational success is the “future perfect” approach. It is possible to have older leadership groups’ project themselves in the future by imagining the organization is totally implementing the business strategy and working as efficiently as achievable. What conducts among leaders would they notice? What common beliefs would be held by all leaders, which supported and toughened those conducts? What conducts would be called out as analytical of nice leadership and rewarded consequently? By researching this future position, it is possible to spot all gaps and restrictions in the existing leadership practices and place priorities for growth (Pasmore, 2010).
- What is the personal style of a leader? It is also crucial to understand own leadership style. Setting or altering the leadership strategy starts with the leader. It is not possible to delegate leadership strategy to others or ask other people to alter in manners they are not willing to. The top executives have to believe – and demonstrate – they may learn and lead in novel methods, if that is what is needed to alter the company (Pasmore, 2010).
- Who are the leaders? When the organizational leadership strategy is set, it is crucial to assess leaders you have against the strategy. That is usually where things get interesting (Pasmore, 2010).
The search of the novel leadership requires alterations in culture. Having lots of managers with the track record of perfect work is not enough. Merely filling all the leadership places on organizational chart will not create the leadership a company needs to realize strategies, hold up innovation and meet some other huge organizational aims. It is not having the appropriate total of bodies; it is what the bodies do and how they communicate with each other.
Having an obvious picture of the type of leadership the organization requires and how it is achievable, is just as vital as figuring out what a company is trying to do. However, few firms have open leadership strategies. Fewer have leaders who are individually committed to altering the manner they lead, if it is clear the status quo is not working (Pasmore, 2010).
Organizational Design and Leadership
The perfect leadership role is extremely significant for a company. As the firm does require the strategic visualization and decisions concerning the organizational growth, the leaders are merely the players in the company to make the decisions concerning the organizational design for a growing company (Adair, 2009). The leaders do not understand, once they establish the company, how crucial their role is for the successful organizational existence. Once they set up the firm that is decentralized, the roles and accountabilities are obviously defined, the company has an opportunity for the victorious survival. A leadership role in an organizational design is about the appropriate setting the fundamental organizational regulations, the organizational supremacy and certain spheres of the individual accountability in the firm (Adair, 2009).
The leaders have to concentrate on own leadership role, not managing the operational living of the company. The leaders have to be confident concerning their role in the firm and they have to be extremely specific in the messages concerning the organizational design. Leaders have to acknowledge the degree of significance of the daily assignments and they have to set a proficient controlling over the company to distinguish the major tendencies and to be capable to set the counteractive proposals. The leaders are required to set the fundamental regulations for the organizational design and they have to control the growth of the company and the organizational regulations evolvement. The leaders should maintain the company in a shape they with the firm to be.
Conclusion
In today’s business environments dissimilar events take place quickly. To correspond to these rapidly altering circumstances the successful leader needs to learn the basic recommendations how to become an effective leader. It is also crucial for the company not to forget about the external forces, which may influence the performance of the company, as the company is not working in the vacuum. Additionally, the company requires the strong leadership strategy and the proper organizational design.
