Table of Contents
Leading Change
A person in regards to the above attribute has to be effective in ensuring and sparking change in a positive manner both in the organization and outside it. Therefore, there are fundamental attributes that are inherent towards leading change. In reference to Getha-Taylor, (2015) effective articulation to the public, adaptability to the various organizations that one is exposed to and maintaining acumen in communication are three attributes that ensure success in leading change. At the core of leading change is the willingness of a person to be an example in undergoing personal change. Therefore, flexibility is integral towards the development of a person who can lead change in any organization (Getha-Taylor, 2015).
Leading People
Leading people entails the capability to direct and harmonize human resources to meet the organizational mission and vision statement. As a leader, it is important to possess effective attributes in managing conflicts, team working, developing others and ensuring leverage of diversity (Nelson, 2016). The emphasis on the four attributes is geared towards ensuring that the people skills are at a higher level than others. It is important to be skilled at conflict management since it will enable you to solve any conflicts that can hinder the operational process in the business (Nelson, 2016).
Results Driven
Ensuring that the decisions made translate into high-quality results are fundamental for an individual. Therefore, as the first attribute, one has to be extensively accountable to any activity undertaken by the organization (Nelson, 2016). Further, customer management skills are important since handling and calculating various skills that may emerge in handling them is crucial for successful results. Most importantly, one should be well versed in entrepreneurship. To ensure successful outcomes in a business venture, one has to be willing to assume all the risks and maintain decisiveness for profitable or successful results to prevail (Nelson, 2016). Hence, as a qualification, an effective leader should be decisive and focused towards solving all the issues that may emerge and impede the operational process.
Business Acumen
Business acumen mainly entails competency in the management of the various resources in an organization. Therefore, to meet the requirements of the above attribute, one has to be well versed in financial, human capital, and technology management (Darling, et al., 2016). Financial management denotes having the right skills and competency to integrate and draw up the different financial statements in an organization (Darling, et al., 2016). Human capital management entails handling the human resources in an organization effectively. The human resources management, which is the most important tool for productivity and performance entails being an expertise in the management of their welfare. On the other hand, technology management entails having expertise in the various trends in technology that can influence the operational dynamics of business. As a clear example, being well versed in cloud computing can enable the leader to effective transition into new ways of storage of soft data (Darling, et al., 2016).
Building Coalitions
Having the right skills to build multi-sectorial interactions and partnership is important to work for any organization. As such, ensuring partnerships among the different sectors is geared towards ensuring common goals are achieved successfully (Getha-Taylor, 2008). Therefore, to be effective in building coalitions, one has to be proficient in development of partnerships. Further, political savvy is a competency that is bound to ensure successful interaction with individuals in the public or political limelight. Most importantly, the negation skills have to be of competitive nature to operate in the different sectors (Getha-Taylor, 2008).
- Darling, S. D., Darling, S. D., Cunningham, J. B., & Cunningham, J. B. (2016). Underlying Values and Competencies of Public and Private Sector Managers. Asian Education and Development Studies, 5(4), 371-387.
- Getha-Taylor, H. (2008). Identifying Collaborative Competencies. Review of Public Personnel Administration, 28(2), 103-119.
- Getha-Taylor, H. (2015). The United States of America. In Leadership and Culture (pp. 56-70). Palgrave Macmillan UK.
- Nelson, A. M. (2016). An Overview of the Department of Defense, Senior Executive Service Corp. International Journal of Global Business, 9(1), 1.