Competent Leadership in Human Resources - Essay Example

Competent Leadership in Human Resources Introduction Human services enable the people to meet the necessities of life such as food, shelter, clothes, and health care. Without these services, the social, economic and emotional needs cannot be achieved. In order for the society to live harmoniously, it is important for leaders to ensure that prudent leadership is practiced in offering human services, with all aspects of the community’s life style put into consideration, making sure that none complains of deprivation. This, according to Kelly et. al (2006, p. 183) is the basis of realistic achievements of leadership in the routine of offering human services in the society, whose enthusiasm in the services provided further generates the desire to participate in resolving issues. It involves organizing the talents of every person to get out their best. It is the capability of efficient leaders to put efforts to get factual outcome, setting objectives harmoniously in order to accomplish a mission and setting priorities right as well as maintaining principles, which cannot be compromised in the endeavors to achieve a certain goal. Prudent leaders view their position as a responsibility to achieve the desired goal. This essay is a critical evaluation of competent leadership in human services. The strengths that are needed in order for leaders to be competent in this field have been discussed. Some weaknesses that may hamper effective leadership have been highlighted. Competent Leadership in Human Services Theoretical Framework There are several factors that a leader should put in to practice in order to improve on his strength. The ability to balance various interests, adaptability and the ability to innovate are some of the strengths that enhance competence in offering effective human services. Being trustworthy is a very important attribute in leadership. This is because others depend on the leader in order to be triumphant in their endeavors. Without trust, people cannot believe in leadership and therefore do not follow the wishes of their leader. Kelly et al (2006, p. 182-183) further argues that acquisition by leaders of essential data concerning a range of backgrounds enables leaders to design the best organizational plan. This would serve to enhance planning to offer human services especially in situations that need a balanced allocation of resources. People usually feel satisfied with leadership that seems to be fair in resource allocation. With the proper design, a good relationship with the community can be achieved, facilitating services delivery. Visionary leaders are an asset to the organizations that they work for. They build confidence of stakeholders who are usually ready to support services only when they are convinced that services are delivered in an equitable and transparent manner. People therefore treasure creativity in leadership, since they view it as a basis to develop the beginning of a long process aimed at a common goal. These are the competencies that Carrol (2008, p. 378) feels should be entrenched in leadership. Competence is acquired through creativity rather than being an inborn characteristic. Workers striving to achieve a common objective with a predictable usefulness in future are motivated and work hard believing that they are working for their future. Working without a vision can demoralize them, lowering the output. In order to be competent, Strand (2006, p. 397) suggests that leaders to understand the aspects of leadership that the people served feel are important, especially in the field of public health training. Strand identifies conceptual and human competences as the most significant in offering community health services training. Having been bestowed the responsibility because of knowledge and skills, it is important that the leader uses his capability to empower the rest of the workforce. This according to Kelly et al (2006, p. 184) is achieved through a process of repeating the activities that are deemed to be useful, revisiting to ascertain that they are working, renewing the ones that are not working, reacting to results, improving on the faulty issues, re-enacting to fit in to the prevailing situation as well as resolving to ensure that problematic methods are done away with. When people are taught how to perform certain tasks, they try to perfect it and eventually become independent in their performance. Strand (2006) cites nine leadership competencies that enhance delivery of services to communities. These include: Budgeting and supervisory, assessment for needs, behavior, ability for problem solving, promotion of self esteem in the community, group organization and communication enhancement, organizational leadership, leadership principles, and management change competences. (p. 399-400) These are the major competences that enhance the capability of leaders in offering human services to the community. However, there is still a gap that exists in leadership regarding human services. It is therefore necessary to lay more emphasis on competent leadership in human services. Scholarly Work Setting Goals Offering human services requires setting of achievable goals. In order to achieve some of them, the activities and ventures may involve taking risks. Risk taking in leadership signifies strength, mainly because the greater the risk taken, the better the outcome. On the other hand, there are others who might take risks for the success of the process, especially for those that involve risky environments such as offering medical services in a war torn area. The community also needs to be mobilized in order to participate in minimizing wastage of resources. The leadership methodology is significant in ensuring competent leadership in offering services (Carroll, 2008, p. 373-375). The issue of planning is significant largely in determining the level of competence in leadership. The manner in which the implementation of services is allocated to the available time ensures that there is an effective and economical allocation of resources. In such a way, the overall objective of service delivery is achieved without causing concern within the community (Size, 2006, p. 75). Motivation Enthusiasm about human services delivery is significant for leaders, as well as interest in the leadership role. The response of the people will most likely be positive towards a leader who possesses personality and enthusiasm. He should be a team player and a source of inspiration and motivation for the people. He should actively participate in the process rather than play a supervisory role. This ensures that the leader certifies in person that the services provided are of good quality. Competent leadership requires the knowledge of the history of the services offered in the particular field, as well as believes and viewpoint of the community concerning the services being offered. This helps in understanding the in-depth of the most appropriate way through which services can be offered (Carroll, 2008, p. 374-376). It also helps in generating confidence in leadership, thereby eliminating doubts. It instills confidence in others so that they provide the best performance for a successful end. The team tends to work confidently towards the proposed objectives. Orderliness and focus in the daily activities helps in detecting the contentious issues long before they disrupt the process. During the periods of uncertainty and lack of expertise, people normally rely on the leader to offer guidance and restore their confidence. Their encouragement and safety is reassured when the leader demonstrates tact and confidence in approaching the confronting issues. Tolerance is an important tool in building harmony in the course of service delivery. In times of crises, calmness, composure and commitment keep the leader focused and encourage positive thinking. Defining problems in an appropriate manner enables leaders to find quick solutions to problems (Strand, 2006, p. 401). This is one of the strengths that make leaders competent, in whichever community they are working on, be it rural or urban services. Analytical Leadership The leader should be analytical while focusing on the main goal. His vision should focus on the situation as a whole as well as the simple segments that enhance delivery of services. Visualizing the small components enables him/her to develop convenient procedures to make progress in the achievement of the objectives. For example, while offering services such as food and medical services, it is important to collect data in order to be aware of the number of people in the target population. This ensures that sufficient services are provided. Commitment to excellence ensures that a leader maintains the highest standards as well as prosperity in all areas. The leader becomes a standard-bearer. Managerial skills are enhanced through conceptual thinking, whereby technical expertise helps the leader to set parameters in a rational manner (Strand, 2006, p. 401). The leader sets up a decent structure to work with in human services delivery, while maintaining commitment to continue preserving the culture of effective service delivery. What the leader portrays as an example eventually turns out to be the regulations of the team that is involved in the process. This is because the examples set through actions are more understandable than mere listening. Competency in leadership begins when leaders visualize issues in a radically distinct perspective, from a personal viewpoint to a more general perception where the members of the community have a right to contribute their views (Carroll, 2008, p. 372-375). Knowledge Transfer Assisting others to develop in learning and teaching skills is important for a leader. This brings enthusiasm and excitement in service delivery. While teaching others, the leader gets an opportunity to learn new things from them. Innovativeness that begins with the leader is transmitted to the employees, creating enthusiasm in creativity. That way, the leader is capable of generating a creative work force that is committed to realization of organizational goals (Kelly et al, 2006, p. 185). The strengths and weaknesses of each of them are a good avenue for analysis. Competent leaders assist others to identify and analyze their strengths and weaknesses as well as helping one another to capitalize on the strengths and find a solution to the weaknesses. Shared personal experiences and mistakes made in the past ensure that they do not recur in future. Integrating the major activities that are conducted within the organization and visualizing the future with the tact to achieve the goals brings unity in the organization that culminates in success. It is important to foresee the possibility of the emergence of problems while the workers are on their own and to know when to intervene. Commitment Self sacrifice and determination to achieve the desired results is very important in effective service delivery. Competent leaders do not allow their personal opinion to hamper progress of service delivery. This is because people have different opinions concerning different issues. For example, provision of clothing to people from different cultures has to be specific to their norms and not according to the leader’s views. Even other services such as food need to be provided according to the people’s desires since there are some people who are limited by their culture in consuming particular kinds of food. While in these activities, Strand (2006, p. 401) feels that there is need for a leader to understand the external factors that influence decisions. These include issues such as political interference in service delivery as well as its impact on the ideas that are perceived to be prudent by the leader on a personal viewpoint (Carroll, 2008, p. 377) Networking Leaders should be able to network and organize others to work as a team for the best performance. They should be able to aggressively search, make out and build useful acquaintances for the organization. These associates should be maintained for reciprocated assistance. Communication and interpersonal skills are necessary in order for the leader to relate well with the contacts that are useful in establishing a mutual relationship. Contacts are useful in future endeavors since they may assist the leaders out of difficult situations (Size, 2006, p. 73). These contacts need to be utilized in decent approach in order to get the best from them. It may be done through engaging in joint projects, which facilitate service delivery, or they may offer financial assistance for the expenditures involved. This is significant in offering human services since they are insatiable and expensive. Together with networking, the leader needs to invest in team building. He should encourage others to work in groups in order to achieve a common objective. He should give confidence to the people in order for them to cooperate and accept the opinion and ideas of each other as well as collaborate in learning skills. A leader should have the capability to generate interest and liveliness by being optimistic, determined on discovering the way out and upholding optimism at all times in even during hard times (Carroll, 2008, p. 376). It is important to encourage others to raise solutions, while paying attention to their thoughts and present a positive response. This can be done through constructive debates on each of the ideas presented by the people. Optimism The excitement in the possibility of success in future is a major feature for innovative leadership. Such leaders have a tendency to envisage the future of the people and define a route through which to implement strategies for achievement of the set goals. They bring excitement to others first, then instill a sense of commitment in them and eventually get them moving fast towards accomplishment of the objectives. These are the leadership strategies that Kelly et al (2006, p.184) refers to as “teachable moments”. They influence the minds of the people to change their thoughts and view the future in a different perspective. Management Style Visionary leaders use the top-down approach. This facilitates the attainment of credibility from the people. This is needed in order for them to be sure that they are getting the services that they are entitled to. The leaders become part of the group instead of playing an administrative role. Expression of authoritarian rule in leaders is not an indication of strength. The resulting tensions generated in those participating in service delivery usually affect the quality of services to a large extent (Brilliant, 1986, p. 328). Leaders should seek effectiveness through securing influence and allegiance amongst the people. Innovative leaders convincingly demonstrate a sanguine, brilliant and appealing representation of prospects to others. They bring forth support through out their course. They preserve their vision by referring to the aim at each chance. They encourage people to become part of the system and remain in it. Competent leaders set challenging objectives, one after the other in order to accomplish their desired goals. They take advantage of the slightest opportunity before anyone else. Overcoming Weaknesses Provision of human services requires patience. This is because the people involved are usually from diverse cultures. Impatience is one weakness that may hamper competent leadership in human services. The desire to see things working in a fast pace may result in impatience especially when there happens to be impediments in the course of strategy implementation. In such cases, the leaders may forget to take time and pay attention to the source of the hindrances, and establish possible solutions (Carroll, 2008, p. 375). A superfluity of impatience in leadership can lead to unwarranted tension on the working team. The leader may cause nervousness in others. Impatience leads to making hasty decisions and rushing which may result in mistakes and undue expenses. It may result in a leader jumping to conclusions when faced with data without full analysis. Lack of patience in a leader may generate frenzied and incomplete results as well as wastage of funds. To overcome impatience, leaders need to ensure that it is not used as a solution to matters of urgency. Conclusion Human services delivery is a vital field since it involves providing people with services that enhance their survival. Without these services, the fulfillment that is desired in life cannot be achieved. In order for them to be provided effectively, leaders in this field are required to be competent. This involves capitalizing on their strengths and ensuring that they are capable of identifying their weaknesses, and eventually finding a solution to their weaknesses. Effectiveness in leadership is an asset for the community in terms of service delivery. The leader pursues his dreams aggressively and with dedication thereby ensuring that people get the best out of the services that the government or stakeholders provide to them. The leader serves as the link between the source of the services and the people. References Brilliant E. L. (1986). Social Work Leadership: A missing ingredient? Journal of the National Association of Social Workers, 31, 325-332. Carroll B, Levy L. and Richmond D. (2008). Leadership as Practice: Challenging the Competency Paradigm Leadership, 4, 363-379. Howard P. (1999). Empowerment of Leaders: Effective Community Development. Journal on Leadership matters, 5(3), 65-81. Kelly S. White M. I, Martin D. and Rouncefield M. (2006). Leadership Refrains: Patterns of Leadership. Journal on Leadership, 2, 181-201. Size T. (2006). Leadership Development for Rural Health, NC Med Journal, vol.67, 1, 71-76 Strand G. A. (1981). Community Leadership Competencies in the Northeast US. American Journal of Public Health, 71(4), 397-402. Read More