Technical, behavioral and attitudinal competences of leaders/managers (original) (raw)
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Model of development of manager`s leadership competences
Economic Processes Management, 2015
Leadership is not what the leader does, but what is done by the leader and the team together. The leader’s competences are requisite not only to the political leaders but also to the managers of big corporations. The skills of active influence on the social reality underlie each successful business and each successful career. The main purpose of the article is to propose a model for development of the leader’s competences of the manager. The main result to be achieved is designed model of leader’s competences development by the means of which the areas in which the manager needs improvement shall be developed. The major research methods used in this work are method of comparison, intuitive and systematic approach, method of analysis and synthesis.
ECONOMICS & SOCIOLOGY, 2014
The aim of the article is to present the insights of advanced organization management and to examine how settled ideas are reflected in the attitude of organizations' top management in Lithuania. The results of meta-analysis revealed that modern organizations should be managed with a new attitude to manager's work. A modern manager must be a leader who is able to enable employees and collaborate in a team. Scholars state that these strivings require the leader to possess managerial competences based on a high emotional and social intellect of a person. Leaders of 48 empirically examined organizations in Lithuania also emphasized the importance of leaders' specific managerial competences. The research participants noted that relations with other people are becoming much more important for the contemporary leaders than before. The research enabled to develop a model of modern leader's characteristics. The model states that only leader having specific values, attitudes, competences, abilities and professional characteristics is able to overcome managerial challenges in nowadays organizations.
With the opening of the countries' economies to the international competition which has become harder and harder, The Human resources (HR) which were considered for a long time as a "cost to be supported" by companies, is perceived today as "a real investment" that has to be constantly valued in order to take the best advantage of it. Systems of values, attitudes and behaviors which are their results have a considerable influence on the performance level of the staff. The tangible adhesion of the staff in the company'sobjectives and their commitment in the process of change, make today, the reflection on the degree of relevance of unavoidable motivation and evaluation techniques. In spite of the variety of the experiences, the diversity of the diagnoses and the analyses of various companies regarding the problem of Human resources management ( HRM), there is a consensus, not formal, but active, on the necessity of setting up a new conception and a new vision of the HRM.
The Role of Leadership in the Professional Development of Subordinates
Professional development is relevant for the workers themselves, for the organizations, and, in a more macro view, also for the countries. In this sense, this chapter aims to discuss the influence of leadership in the professional development of subordinates, pointing out the importance of leadership performance. To achieve this goal, research results are presented on the relationship between leadership and professional development of subordinates. Research in the field shows that professional development is directly related to the day-today activities of workers and should be part of a broader process of continuous learning, which results both from formal and informal learning actions. The debate proposed for this chapter considers that professional development is more directly related to the combination of cognitive, affective, and behavioral processes that involve learning than the specific results of certain formal or informal learning actions. Thus, we discuss how the relations established with the leadership in the work environment can influence the professional development of the subordinates besides the type of learning provided to the workers. This discussion can shift the focus of research-currently centered on learning modes-to a focus on leadership practices for skills development and the consequent career progression of subordinates.
LEADERSHIP SKILLS AND TRAINING
Approach to leadership from the standpoint of skills started with the article of Robert Katz, entitled "Skills of an Effective Administrator", which was published in 1955 in Harvard Business Review. The standpoint of skills was meant to overcome the standpoint of properties, according to which the concept of the capacities for leadership depends on the personality traits which are inherited. The standpoint of skills makes possible leadership to be taught. Katz has proposed three groups of skills: technical, interpersonal and abstract thinking skills. Technical skills are related to knowledge and expertise on a particular line of business. Interpersonal skills refer to the skills and ability to work with people, and abstract thinking skills relate to the ability to work with ideas. Depending on the level of management, some skills are needed more than others. For example, in the first line of management more necessary are technical skills; while in the top line of management more prominent are the leadership skills of abstract thinking. Mumford et al conceived the skills model, which consists of five elements: 1.abilities, 2.individual properties, 3. leaders' performance, 4. work experience, and 5. environmental impacts. Within abilities there are problem-solving skills, social judgment skills and knowledge. Problem solving skill includes the ability to define and understand the problem, collect data on the problem, form a creative approach to it and an integration of solutions and their application in an appropriate time frame. A skill "social judgment" implies understanding of people and social situations, such as understanding, sensitivity to your ideas and behavior of people receiving them. Mumford et al allocate following skills: assuming perspective, social perceptual sensitivity, flexibility of behavior and social performance. Assuming the perspective refers to the understanding of other people's opinions about a particular problem. Social perceptual sensitivity implies an understanding of how other people work, what is important to them, what their motives are. Behavior flexibility means the ability to change behavior and adapt it in line with the views and needs of others. Social performance comprises several skills-ability to convey the vision to employees, the ability of persuasion, ability to resolve conflicts. To develop social skills there are several educational programs-trainings. One of the methods is a behavior modeling training by audiovisual means. Watching sequences of the inadequate and then adequate behavior, students are taught to react in a correct way, following the concept of Bandura's social learning by role model. Training by role-playing which is performed in accordance with the principles of Morin's psychodrama psychotherapy, allows trainees to play the role of other persons and from that position, by ''entering into someone else's shoes'' better understand the behavior and feelings of other persons. Training of sensitivity tends to improve the sensitivity, diagnostic capacity and capability for action, through group discussion and analysis of the situation, emotions and behavior. Training of assertiveness tends to develop in people self-asserting behavior and ability to express their needs and desires. Interactive skills training seeks to improve the personal style of the individual's interactions with other people through a systematic and controlled feedback from supervisors. The European Union recognizes the problem of SMEs in the availability of the trained staff or managers with experience, thus making the need for managers' training and the development of their skills even more pressing. INTRODUCTION Interest in leadership and leadership issues emerged from the first form of organized community life. Even then, the questions were posed: who should lead the community, what are the desirable traits of the person who leads and what skills and abilities he should have. Dating back, the Babylonian king Hammurabi (2123-2081 BC) in his Code of Law comprising 282 laws, dealt with issues related to the business, crafts and trade management, relations between people, work remuneration and work standards. Confucius (551-479 BC) advocated that state functions should be performed by people of certain values and abilities who had those features shown and proven in a variety of roles: as members of communities, families, as fathers, husbands. In ancient Greece, the philosopher Socrates believed that the one who was unable to manage his or her private busineses and life, certainly would not be able to manage the affairs of the state. Plato, in his book State '' points out that state affairs should be run by people possessing certain abilities, i.e. those with the most developed
Theoretical insights into expression of leadership competencies in the process of management
Problems and Perspectives in Management, 2017
The relevance of the topic is defined through the idea that appropriate leadership competencies and their application in certain activities enabling the followers can ensure the prospects of organizational development and individual career opportunities. To review and summarize the aspects of research findings of leadership science in expression of competencies in managerial processes, highlighting the leadership competencies in the context of general competencies. Methods. In order to formulate analytical findings describing the concept of leadership, generalizing the stages of development of theories, expression of leadership competencies and impact, there were used the methods of scientific literature analysis and synthesis as well as simulation. Results. According to the scientists insights, the article deals with leadership concept analysis, leadership research overview according to development stages. Scientific novelty. The analyzed theme has a scientific novelty, because rec...
Distinctiveness And Characteristic of Competent Manager and Leader In This Advanced Epoch
In this paper researchers try to identify the characteristics and differences of competent manager and leader. Leadership and management are terms that are often used interchangeably in the business world to depict someone who manages a team of people. In reality leadership vs. management have very different meanings. To be a great manager you must understand what it takes to also be a great leader. Management and leadership skills are often regarded as one and the same to many businesses. While the two inherently share many similar characteristics, they differ in that not all managers are leaders, but all leaders are managers. They are complementary qualities inexorably linked to each other, and any attempt to extricate one from the other is impossible. Whereas the manager exists to plan, organize and coordinate, a leader serves to inspire and motivate. Militarily speaking, a manager is the battlefield general while the leader is the commander-in-chief. A great quote that shows the differences between managers and leaders: 'Leaders conquer the context-the volatile, turbulent, ambiguous surroundings that sometimes seem to conspire against us and will surely suffocate us if we let them-while managers surrender to it. The manager administers, the leader innovates. [Engr Muhammad Mujtaba Asad, Engr. Fahad Sherwani, Muhammad Ejaz Asad. Distinctiveness And Characteristic of Competent Manager and Leader In This Advanced Epoch. N Y Sci J 2014;7(4):17-20]. (ISSN: 1554-0200). http://www.sciencepub.net/newyork. 4
Leadership Skills of Hospitality Managers
International Scientific Conference EMAN. Economics & Management: How to Cope With Disrupted Times, 2019
The research is inspired to study personal skills of Spanish and Hungarian hospitality professionals in order to compare their actual leadership skills with their belief of the skills they possess. In this research, a complex competency test, ProfileXT® is applied in order to receive reliable data of the participants' profiles. The test analyses the complete personality and gives reports regarding cognitive capacity and strategies of thinking, behavioral traits, and fields of interests. Participants' profiles include information about skills, what determines the effective behavior of a leader. The test among other information, examines communication skills, conflict resolution style, energy level, sociability, manageability, decisiveness, independence and objective judgement. The results are based on the competency profiles and a questionnaire which includes questions about the above-mentioned skills and participants indicate how successfully apply them at their job from their point of view. The Spanish and Hungarian manager profile differs in various aspects. Spanish respondents tend to follow fewer rules and require more independency. Hungarians are rather compromise in conflicts; Spaniards are less cooperative and more dominant. Spanish managers are more intuitive and emotional driven, while Hungarians are being more realistic. Hungarians are able to make more stable decisions, but at the slower pace than Spaniards. Comparing the profiles and the participant's beliefs about their abilities, both groups gave higher scores for themselves than their profiles results. The tendency is even more significant at the Spanish sample. These results can be a base of developmental trainings or coaching sessions for each group. Furthermore, soft skills are very important in leadership, therefore developing them could be a focus point even before a leader gets promoted. These findings and other professional results suggest that skill development should start even at university and collage levels, than should also continue during each professional's career path.
Abilities and competences in leadership: concepts and discussions
Proceedings of the 20th. Annual Production and Operations Management Society (POMS) Conference, 2009
The aim of this paper is to analyze and discuss some essential abilities related to the practice of leadership in organizations and formal or informal groups of work. Firstly, it presents some definitions concerning the theoretical concepts of abilities and competences; then, some essential abilities are presented and applied to the leadership role, in the reference to the human and operations management. The paper is based on a multidisciplinary literature review, involving the areas of knowledge of business management, industrial engineering and pedagogy. Key-words: abilities and competences; competences management; leadership.