Effective Management – the Innovative Leader – Skills for Effective ManagementEssay title: Effective Management – the Innovative Leader – Skills for Effective ManagementRunning Head: EFFECTIVE MANAGEMENTThe Innovative Leader: Skills for Effective ManagementTiffany AndersonSubmitted to Dr. Liz Lentz-HeesIn Partial Fulfillment of the Requirement forWED 398 Special ProblemsSouthern Illinois UniversityKirtland AFB, New MexicoAugust 17, 2004AbstractIt is understood that management, which is defined as the act, manner, or practice of managing, handling, supervision, or control directly affects almost every aspect of the workplace (American Heritage, 2000). An incompetent or careless manager can have a devastating impact on an organization. This incompetent manger can cause and perpetuate decreased employee performance, dissatisfied customers, and poor production. An effective manager will avoid such effects through circumspect consideration and implementation of innovative management strategies. The purpose of this paper is to review and discuss such strategies and to provide a formula for exceptional leadership.
THE INNOVATIVE LEADER: SKILLS FOR EFFECTIVE MANAGEMENTIntroductionAn innovative leader is an effective manager, and an effective manager is an innovative leader: an ingenious, inventive, and original leader, one who is not afraid to embrace new concepts or reconsider old practices. An innovative leader differs from other managers due to his or her extraordinary creativity, enthusiasm, confidence in subordinates, and innate respect and genuine goodwill for all co-workers. Other managers, who may be content to accept the status quo from the subordinates and organization for which he or she is responsible, become unacceptable to a business (Smith, 2003). These managers cannot compare to the innovative leader, who goes above and beyond to utilize the competencies of staff and to improve the organization. Are you an innovative leader? Let’s explore the skills of an effective manager, and find out.
The Influence of Successful Leadership on Business Successor, I.G. K. J. (1989)The effectiveness of managerial skills in winning business are measured in numerous important and tangible ways. The effectiveness of a manager’s knowledge of organizational operations is measured in such a way that the management of the organization results in effective management decisions that are successful. This means that success is measured by the effectiveness of all managerial activities.[ii]
The Influence of Other Successful Leaders in Co-Work (Smith, 2003)The effectiveness of a professional in winning a business is measured in such a way that the executive acts as a leader in a company and the management of the company is in charge of the conduct of the company and of a significant part of the company’s operations. In addition, an effective leader must have a unique ability to deal effectively with an emerging environment, which means that he or she must be a leader who is willing to engage the needs of the co-workers and the business as a whole without compromise. In the management of the company, success has a significant value for any man able to be one of these highly successful leaders: The founder of a big company. The founder of a small company. The founder of a medium company. The founder of a midshipman. The managers who succeed in these domains are those who do not take themselves too seriously. Successive leaders take the lessons of successful co-workers who are also interested in the business life and share them with each other, thus building the credibility to lead (Chapman 1992). Successful leaders may also develop personal characteristics or hobbies that will carry through to successful co-workers: A manager who has a strong working relationship with his co-workers. A leader who has an appreciation for work and family. The co-workers who have been able to work well with a successful manager at a company-wide level. The managers who have a lot to learn during their careers, where they are able to develop their business skills through a combination of work as a leader and family. To this extent, successful managers have a deep knowledge and are able to learn from current and future successful co-workers. However, as time passes, they may experience negative changes in the way the company interacts with all other stakeholders, and a change in leadership may occur in their lifetime. They may find fault with other co-workers. They may seek out or even kill other business decisions (Chapman 1992). In some circumstances, it is important for successful managers to develop personality traits in order to get results consistently. These personality traits can serve as a marker of the kind of leadership they will have in an environment where they are able to do so in spite of bad or inadequate work. Successful managers use a high level of professionalism, selflessness, empathy and a strong sense of leadership to develop and execute their work effectively (Schwartz 1992).
Empirical Leadership Is an Independent Role That Is Attached and Independent of the Executive Director. In fact, it is more than independent of the individual CEO. The organization as a whole is at great risk of change as soon as an individual CEO becomes involved in a business. Without clear, identifiable and predictable policies and procedures within the organization that are designed to reduce friction within the organization (as opposed to allowing for the transfer of power to the CEO), the organization will develop into a dangerous and uncertain place. Leaders need constant, independent input from their individuals in order to be able to take responsibility for the organization’s operations to the highest standards and to take it in whole or in part. No human being can
There are a plethora of skills that are necessary for effective management (Humphrey & Stokes, 2000), and there are just as many guidelines and principles that lend themselves to the advancement of admirable leadership. Many of these will be familiar, while others may be more obscure, but it is, arguably, the most valuable of the many management and leadership precepts that this composition will address.
Communication, which is simply the practice of accurately imparting one’s thoughts and ideas, is the most prevalent and relevant skill in any organization, and as such, must be established prior to any other managerial actions (American Heritage, 2000). Findley and Amsler (2003) note that the vast majority of performance problems that supervisors experience can be prevented or eliminated by setting and communicating expectations appropriately. Indeed, communication skills are the most basic prerequisite for any manager’s success. Another primary skill is that of directing personnel appropriately. Leaders must maintain a good rapport and actively listen to subordinates to ensure mutual trust and respect, and to ensure that no managerial shortcomings impede employees’ willingness to promptly and accurately respond to direction.
The Role of the Professional As a Qualified Manager, Professional As a Qualified Professional, etc.¶ The ability to work together in the most effective and efficient manner is the fundamental component of any professional organization. A skilled, professionally trained, and accountable manager can meet or exceed the objectives stated by the CEO. The CEO will be expected to be able to provide all the basic professional training required to meet high organizational goals and manage the most effective group work. At this level, the CEO will meet, coordinate and maintain management and professional development efforts as necessary, but these goals will vary. Management of complex organizations requires an individual and a team of experienced managers who do not require advanced training or advanced techniques. The management system has many problems where individuals might not be able to be trusted, but by applying the above principles, a successful leader becomes a qualified professional. When a successful, professional leader works independently of a highly hierarchical group of managers, the work of the organization’s management becomes simpler, easier, more efficient, and efficient and, when all of these characteristics are achieved, a leader of the organization will become a successful leader and may have a greater standing as a qualified professional. To be a good professional, a leader should: • Be aware and knowledgeable of his or her position and competence within the organization as it relates to the leadership, management and career progression of the organization. • Develop an organizational practice, such as responsible for the performance of the roles of his or her colleagues and with regard for that of all subordinates. • Be in a positive relationship with his or her subordinates in order to help and care for his/her. • Conduct the primary training as a team and will work as a representative of his or her organization. When a successful head of a successful professional organization has a strong internal or external relationship with his or her subordinates, he or she can lead the organization in such a way as to improve their performance, promote their interests, and enhance their position.
Management at the Level of Organizational Competence by Career
1. The Director Management’s Role as a Professional In his or her role as a Manager of a Professional Organization as defined by Washington Legislative Code § 5-6-110, the Director is responsible for “all the management tasks of the office,” including, but not limited to, control of the conduct of business, procedures and systems, personnel operations, financial management, staffing, and administrative controls. In his or her role as a Manager of a Professional Organization as defined by the Washington Legal Manual § 5-7-110, the Director is responsible for taking into account factors such as employees’ abilities, financial stability, and personnel needs and to coordinate and assist those people within the organization. In his or her role as a Manager of a Professional Organization as defined by the Washington Legal Manual § 5-8-110, his or her responsibilities include the following: • Manage the finances of the organization, including accounting and financial affairs. • Coordinate activities of all levels of management, including management of the organization’s financial system, program management, administrative finance, auditing and financial systems, financial analysis and reporting, finance for the office, administration and supervision, financial supervision supervision and financial aid, and professional development. • Assist in the development of the organization’s organizational system. • Support and coordinate financial and other management activities and efforts as necessary with other managers.
2. The Managing Manager As a
Employees’ responsiveness to leaders’ direction is closely associated with workplace morale, another important responsibility of the innovative leader. Managers must ensure that the team or group for whom they are accountable maintain a positive and spirited approach to the “daily grind.” As difficult as it may be, managers must avoid mistakes such as passing on their stress to their staff, and blaming external factors, such as upper management or the business climate, if morale is low (Gish, 2003). Finally, strategic solutions for common mistakes, such as the preceding, will be addressed, completing the overview of the skills and capabilities of innovative leaders.
MethodData for this paper was compiled from various sources, including Southern Illinois University’s Morris Library Web page and the Society for Human Resource Management web page, among other Internet sources,