Pro-Active Leadership and Management - Coursework Example

Outline Introduction…………………………………………………………………………….…3 Functions of management that facilitate pro-activeness in a business setting………….…3 a) Planning……………………………………………………………………… 4 b) Organizing…………………………………………………………………..…4 c) Effective Leadership……………………………………………………….….5 d) Controlling…………………………………………………………………… 5 Discussion………………………………………………………………………………....5 Theoretical concepts that facilitate pro-activeness in a business setting………………….6 I) Leadership styles and traits………………………………………………………..6 a) Understanding Employees…………………………………………………….6 b) Developing and promoting an organizational culture…………………………6 c) Being a Team Player…………………………………………………………..7 d) Effective Conflict Resolution………………………………………………....7 Conclusion……………………………………………………………………………….. 8 References………………………………………………………………………………....9 Introduction For the time organizations and businesses have been in existence, there has been significant pressure to performance and productivity levels of the two avenues. This is evident in today’s business environment, which bases its characterizations on the factors of aggression towards other businesses hence the availability of excessive competition. It is, therefore, imperative that businesses exhibit innovation, thus boost its performance and managerial skills with an aim to focus on profit-making and prosperity in the never ending competitive arena. Thus, for the achievement of organizational goals and objectives to be met, there must be an invaluable input in both the individual and the facts in existence within the organization. However, this can only be attained if there is strong leadership and proper management to steer the organizations’ groups into the accepted course. This being the case, the development and application of management and leadership concepts and skills are indeed necessary for the survival and continued success of an organization. This is mainly due to the fact that it enables the leaders and managers to be more pro-active while performing their duties. This paper sets out to discuss what makes for pro-active leadership and management in an organizational setting. This shall be achieved by exploring various concepts that enable leaders to be more efficient when planning and organizing business activities in an organizational setting. Functions of management that facilitate pro-activeness in a business setting According to Sashkin (2003), the term management in an organizational setting refers to the effectiveness and utilization of resources in an efficient manner, which enables the organization attain its set goals and objectives. Management incorporates the idea of planning, organizing, and leading others in performing various activities while utilizing resources. The managerial role acts as a bridge to the human resource of an organization. This helps the organization grow and expand in the competitive business environment. With this in mind, managers are tasked with crucial roles in terms of decision-making and, therefore, need to possess extra-ordinary skills to be able to fulfill the organizations’ objectives. As such, there are four functions of management that enables leaders and managers to be pro-active. They include: a) Planning Planning is among the core strategies that should be employed if a business is to succeed in its endeavors. According to Javed (2010), planning refers to the process through which an organization formulates a program that outlines a specific course of action that should be implemented so as to achieve set organizational goals and objectives. The author further asserts that planning often requires a definite time frame through which various activities will be carried out towards meeting the defined short and long term goals. In addition, Javed (2010) contends that planning is a management process through which managers and organizational leaders can organize the present resources such that they steer towards the desired future. b) Organizing However, planning can be useless if there is no proper organization of the resources. Management should ensure that adequate efforts are directed towards organizing the available resources such that they work in unison towards achieving the set goals and objectives. As Clark (2004) states, organization of resources refers to the process through which various business components are arranged or interconnected such that they constitute to a system that can be identified as a functional unit. In a business setting, organization refers to the steps implemented to ensure that differentiated business segments adequately get the resources they require so as to achieve the set goals. It often involves careful evaluation of available resources such that they are equally distributed to all departments in a timely and efficient manner. c) Effective Leadership The term leadership in management and as a role means to possess ideas, which may be used to give directions and support to other employees in an organization with an aim of achieving a set goal or objective. In the article by Warren Bennis (1999), “The Leadership Advantage”, the author aims at highlighting the factors and characteristics that compliments a good leader and consequently, effective leadership. He descriptively states that there are several major aspects that illustrate who a good leader is. This includes a person having knowledge, expert in a certain profession or proving beyond doubts that he/she is a performer and has actually achieved certain goals and objectives. Thus a leader is one who has the ability to properly motivate his/her staff; hence delegate upon them using effective and efficient methods. In addition, a good leader is one who is able to conclude on a decision from a sound judgment, thus, is also able to cultivate and identify talent. d) Controlling The final tool that is often used in management is controlling. In relations to management, controlling refers to the process through which the management exercises authoritative influence over others within the business setting. The main aim of this tool is to set benchmarks and standards that should be satisfied within the given time frame. However, Javed (2010) cautions that if this tool is misused, it may lead to tensions among employees leading to a loss in focus regarding to the set goals. Discussion By utilizing these four tools of management, leaders and managers are better placed to make concise decisions regarding the future of their organizations. Not only do these tools minimize the likelihood of encountering risks and losses, but they also ensure that the decision-making process is effective and pro-active in nature. Clark (2004) states that being pro-active in a business setting entails careful evaluation of organizational behavior, culture, goals and objectives. By using the aforementioned management tools, organizational leaders are able to consider these factors all the while maintaining the desired path to success. Theoretical concepts that facilitate pro-activeness in a business setting I) Leadership styles and traits Shavinina (2003) states that leadership is a process where an individual communicates with others effectively to his/her juniors with a main outcome of fulfilling set goals and objectives. According to Shavinina (2003), leadership that is strongly built is such an essential tool in a bid to achieve any successful outcome. This is because it is through strong leadership that organizational goals are met. Therefore, a number of leadership styles that can be used to effect change are in existence and can be applied in any organizational setting. a) Understanding Employees Following Alimo and Alban Metcalfe’s (2001) study, revelations show concern for employees' welfare is the single most effective leadership trait towards the promotion of high performance in organizations. This happens due to stress levels experienced by employees across different working divides because of unfriendly relationships by employees caused by little concern from leaders. Therefore, from such scenarios, it is easier to deduce the type of leadership style administered directly affects an organization’s productivity levels depending on how the leadership is conducted. It is therefore, imperative for leaders to identify and heed to the calls of employees as much as he would want to see the organization succeed. b) Developing and promoting an organizational culture The key to any efforts at effective leadership is the knowledge instilled within a person to try and model anyone under leadership, thus direct them to accept and agree to ideas and concepts in consideration as intended by the leader. As such, leaders should embrace a more encompassing role of an ambassador to make pro-active decisions for the organization, rather than relying solely on eventualities (Sashkin, 2002). c) Being a Team Player Similarly, to achieve intended goals and objectives, leaders have to involve other members in an organization for purposes of success. When selecting whom to work with, some leaders fail to choose competent subordinates since they feel threatened by capable contemporaries or subordinates (Sashkin, 2003). As such, these kinds of leaders limit themselves to enlisting the help of only those people whom they do not perceive as threats. This distrust based on fear of being outshined is detrimental to the organizational well being as the productivity of the organization is diminished (London, 2002). An effective leader acknowledges that the strongest point in an organization is equivalent to the weakest point within an organization. As such, they should set out to not only enlist the support of the most capable hands in the company, but also equip the other members to become better for the entire organization's benefit (London, 2002). d) Effective Conflict Resolution Morgan (2006), states that organizations have issues, which are contentious; hence elicit reactions that are perceived differently with members in the organization. According to Morgan (2006), the process used to evaluate such issues may create differences that lie in between the organization’s success or failure. It is here that leaders are needed within an organization to control such issues in a diplomatic manner. Thus, a leader who is effective and wise will try to listen and come to concrete conclusions, which are widely accepted by the different parties in contention (Bolden et al, 2003). This calls for the leader to have negotiation skills, which will enable him/her to constructively resolve the conflict, therefore, leading to an agreement among all parties involved. Conclusion Arguably, possessing managerial and leadership alone cannot guarantee that an organization will be successful in the long-run. As such, leaders and managers should endeavor to ensure that they form good relations with their employees and clients. In so doing, I believe that the business will have covered the entire basis needed to ensure success. For example, if a leader invests in caring for his/her employees’ needs, they will be motivated and focused on their tasks. As a result, the organization will be able to plan and act effectively for future progress. This paper set out to give a concise description of various managerial and leadership concepts that enable leaders and managers to be pro-active in an organizational setting. To this end, a detailed discussion on the functions of management has been offered, and their relevance in facilitating pro-activeness addressed. In addition, theoretical concepts on leadership styles and skills that are required to ensure that leaders make the best out of each endeavor, all the while securing a successful future have also been analyzed. The adoption of these qualities and concepts will lead to an organization being able to competitively deal with the market forces that may threaten its survival. References Alimo-Metcalfe, B., & Alban-Metcalfe, R. (2001). The Development of a Transformational questionnaire on leadership. Journal of Occupational and Organizational Psychology, 74 (1): 1 - 27. Bennis, W. (1999). The Leadership Advantage. Retrieved 28 May, 2011 from: http://www.leadertoleader.org/knowledgecenter/journal.aspx?ArticleID=53 Bolden, R., et al. (2003). A Review of Leadership Theory and Competency Frameworks. Retrieved 28 May 2011 from: http://www.leadership-studies.com/documents/mgmt_standards.pdf. Clark, D. (2004). Leadership & Direction. Retrieved 28 May, 2011 from http://nwlink.com/~donclark/hrd/ahold/isd.html Javed, R. (2010). Functions of Management in Business Organizations. Retrieved 28 May, 2011 from: http://www.articlesbase.com/management-articles/functions-of-management-in-business-organizations-708031.html London, M. (2002). Leadership Development: Paths to Self-insight and Professional Growth. New York: Routledge. Morgan, G. (2006). Images of Organization. New York: Sage. Sashkin, G. (2003). Leadership that matters: the critical factors for making a difference in people's lives and organizations' success. USA: Berrett-Koehler Publishers. Shavinina, V. (2003). The International Handbook on Innovation. New Jersey: Elsevier. Read More