The Manager as a Leader - Paper Example

Introduction

In most organizations, the need to achieve a set objective relies on the coordination and organization of activities of the business. This organization and coordination can refer to management (Fred, 2011). More often than not, control in firms forms as a factor of production in the organizational setup. However, the performance of an organization as an entity relies on the ability of a manager to take a leadership position and assert necessary authority towards the mission and vision of the firm.

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Vision

All organizations are founded on some principles that guide its functionality. One of the tenets is vision while the other is the mission of the organization. However, the effectiveness of the kind of control adopted by whichever organization relies strongly on the organizational cultures and vision of its managers. Competencies of employees also play a major role in the prosperity of a firm. Organization leaders need to be visionary individuals and capable of setting goals and perceive the visional prospects for the success of the organization (Gerald et al, 1977). Leaders should then be capable of setting responsibilities for their subordinates without affecting their attitudes and relations in work.

Confidence

Successful organizations have their set of heroes, some of them born while others created. Created heroes lift up the values or the organization and champion breakthroughs for those firms' establishment in the market sector (Gerald et al, 1977). Born heroes to an organization entail majorly the founders of the organization the born heroes give the organizations a vision and draft the blueprints and the missions for the prosperity of the firm.

Communication

In interacting, organizational employees use a universal language, and terminologies to celebrate their rituals. These regularities are common to any organization as it makes member get involved with the daily operations around the institution. Policies guide organizational beliefs about treatment of employees and clients for the prosperity of the organization. Good managers have proper communication strategies and communicate the organizational policies to employees for them to understand the values of the organization.

Inspiring

Organizational structures involve values. The values can either be categorized as terminal or instrumental, where terminal values refer to the outcomes sought by an organization in the quest to establish its name in the market sector while instrumental values refer to the culture and modes of behavior that the organization encourages to achieve its set goals and relevance. Often, instrumental values assist the organizations to achieve its terminal values. Good managers, therefore, instill to their subordinates the desire to achieve both terminal and instrumental.

Strategic

Strategic planning proves fundamental to organizations with regards to them achieving their objectives. Successful organizations, therefore, manage their cultures and aligns them with the objectives they have. The rites and rituals, organizational cultures, provide recognition for organizational achievement and, therefore, require that managers in the firms prioritize their activities properly in line with strategies that will enable the organization to achieve their goals.

Reliability

Reliability rides on trust in an organizational setup, which acts as a lubricant for boosting economic achievements of the firm. Managers with reliable track records command trust from their subordinates, which resultantly leads to harmony in the working environment. Popular businesses rely a lot on trust which ensures productivity in the organization (Roderick, 2009).

Hands-on

Effective leadership relies on six traits namely: coerciveness, authoritativeness, affiliation, democracy, coaching and pacesetting. Individually analyzed, these leadership traits have a unique and direct impact on the working atmosphere of an organization, further impacting on the financial outcome of the said organization. However, it is supposedly accurate to note that right leaders do not only rely on individual traits to get results but use all of them seamlessly and in necessary measures. However, it is supposedly accurate to note that right leaders do not only rely on individual traits to get results but use all of them seamlessly and in necessary measures.

Commitment

Pacesetting mentors expect superiority and self-direction among employees while coaching mentors mature individuals for the future (Daniel, 2000). Such leaders depict commitment towards their employees and often seek to uplift their subordinates for the betterment of the organization by the end of the day

Empathy

For the prosperity of an organization, the way managers treat their subordinates play a key part in the productivity of the firm and generally on the prosperity of the firm. Subordinates often perform according to the expectations of the managers. Superior managers often create high-performance expectations that their subordinates can achieve. Good managers exercise empathy upon their subordinates, a trait that allows them to perform at optimum and give good results to the organization (Edward, 2015).

Patience

Physicians recognize the powerful influence of an individual's expectation of another person's behavior. Good managers often practice the virtue of patience with their employees. Patience with employees ensures that they, employees have ample time in composing themselves before the managers, hence performing at their best. Patience by managers impacts greatly in the way that the organization can achieve its productivity. With patience, managers often exploit their subordinates' potential fully, hence giving them room to give their best.

Summary

In summary, illustrations on the effects of managerial expectations on their subordinates' performance depict that subordinates perform according to their managers' treatment towards them. Often, managers who treat their subordinates as dignified and super productive trigger them into trying to prove that indeed they are super productive. However, managers who treat their employees as poor performers often get poor results from them consequently. (Martin, 1963)

References

Fred C. L, (2011). Understanding organizational culture: A key leadership asset. National forum for educational administration and supervision journal. Volume 29, number (4) (1-12), 2011.

Gerald R. S, & Jeffrey P, (1977). Who gets power and how they hold on to it: A strategic-contingency model of power. A division of American Management Association (10), 1977.

Roderick M. K, (2009). Rethinking trust. Harvard business review, (3-20)2009.

Edward E. L, (2015) Performance management: The three important features you're forgetting. 2015.

Daniel G, (2000). Leadership that gets results. Harvard business review (1-15) 2000.

Martin L. K, (1963). Letter from Birmingham jail.