Building Business Management Managerial Leadership

Leadership skill is something that every organizational leader should have. The effectiveness of a leader is determined by his expertise in deciding a policy. But, a good leader not only need leadership skill, but also management managerial skill.

The type of transformational leader is a leader who has diagnostic expertise, and always takes the time and devotes his efforts in solving problems from various aspects, rationally and systematically, planned, organized, guided and controlled, in the use of resources (money, materials, machinery, methods, environment), tools-infrastructure, data, etc. that are used efficiently and effectively.

Wherever a leader plays a role, whether he is a leader in the public sector as well as a leader in the business sector, or as a nonprofit and profit organization leader, they still need the leadership they need to bring the organization's success forward. Thus, business management managerial leadership is important.

Leadership and Management Relationships

By explicitly mentioning both words, the word "leadership" and the word "management", are meant to be differentiated. Leadership is an activity to inspire, motivate, set vision and direction, think strategically, and provide the best solution for the work team and organization.

While management handles all the business chain of daily business. Clearly, for success one must exercise authority and responsibility according to his position if he wants to succeed. The need for leadership and managerial skills is increasingly urgent, especially in the face of economic uncertainty, changing political conditions, and the constant need to do more.

Today, leadership consultants are growing more, accompanied by an abundance of books on business, with endless discussions about the benefits of leadership and management. For that, we should focus on what we consider the most important, namely how to build an integrated ability, both in leadership and management skills, and the art of combining and playing both.

In practice, throughout the day we are required to inspire people in a meeting for example (part of the lead assignment), on the same day also establish a financial matrix (part of management task), as well as reflect on the strategic plan (part of the lead role), and then solve the problem budget (part of the management task).

In fact, in the same meeting and with the same people we are required to use both skills at once. Often people who have an authority position are trapped in a single skill dimension, and are not good at playing both simultaneously.

In this case miscommunication often occurs, when people need inspiration, we instead provide details of the list of routine jobs that must be followed up. Conversely, when people want to get an explanation of the budget plan, we instead give advice and preach, or listen to physical complaints that are less fit this morning, or even a story of contention with his wife last night.

A skilled leader in both fields can alternately demonstrate the ability of both to fit the immediate needs and situations of the moment. Here are some tips so that we are ready to use the combination of both skills, namely:
• Develop a foundation of ability in both leadership and management: developing inspiring skills, motivating, formulating vision and strategic thinking on the one hand, and on the other hand practicing planning, budgeting and other day-to-day skills as the main foundation of our ability;
• Always be ready to use both, both lead and manage. Find out if this meeting requires more leadership or management. However, it must remain flexible, even though we can already guess about the situation to be faced;
• Learn to read the situation. The ability to read the situation is to determine what practice is more necessary, whether leadership or managerial skills. For example, when a worker asks a question about the budget, is the question still around the technical argument about the numbers? Or are they in need of new inspiration about budget planning? Or is it seized with demotivation and frustration that needs support and needs to be empowered? It can be imagined how the situation will be created, if the decline of the spirit of workers, responded with the same grumpy attitude from superiors. Herein lies the art of leadership and management

Implementing this skill in everyday life as a basis for our practice in practicing both, ie: do it deliberately at every opportunity - the practice of leading and menanage - in everyday interactions in the workplace.

Use every situation in front of us, whether in budget meetings, tough discussions, cross-divisional meetings, etc. to hone the ability to read the situation, and to strategically train each other's skills in improving their ability both when he leads and manages.

In short, use the right skills at the right time. As we drive vehicles at high speeds, we are sometimes trained to move beyond our intellectual understanding, as well as leadership and management.

The recipe is exercise, practice, and practice, because the risks faced by each top will be higher. Thus it is necessary to have different leadership abilities and management skills, both in terms and contexts.

Leading Change

Behind all the different opinions about both, an interesting and practical opinion is from John Kotters in his article "leading change", namely:
• In the case of plans and budgets, a manager is in charge of setting up a schedule to achieve results, and allocating the resources needed for execution;
• In organizing, a manager prepares a structure for achieving the plan, staff structure, delegation of authority to execute the plan, provides policies and procedures to guide staff, and creates a system to monitor every execution performed; and
• In the case of control and problem solving, a manager is tasked with continuing to monitor results, detecting deviations from the plan, and managing the improvement of the deviation.
Therefore, the core of the management task is to organize order and predictability to obtain short-term results for the benefit of customers, shareholders and so on.
Leader's Main Duty as a Manager
Business management managerial leadership requires the comprehensive expertise of a leader. At least, there are three main tasks of the leader, each of which is:
• Establish direction: in this case a leader develops the vision and strategy needed to achieve that vision;
• Take steps that are in line with the mission and vision: to establish two-way communication in such a way that all workers are willing to cooperate, be able to understand their vision, accept it, and act on it; and
• Motivating and inspiring: helping workers to overcome barriers to change, including by meeting their basic needs.

In this case, the essence of leadership is change, to obtain long-term results, such as breakthrough new products and new market achievements.

In short, the difference between leadership and managerial skills is: that management mostly deals with the status quo, whereas the leadership task mostly deals with future changes.

Structure and system are most of the tools used by managers. Culture and vision are tools that tend to be more used by leaders. Management activities deal more with the near term.

While leadership activities deal more with long-term future. It needs to be repeated once again, that the core of management is order and predictability. The core of leadership is change.

Another useful difference to the clarity of understanding of leadership and management skills is that the higher we reach the top of the organization, the higher our demand to behave as a leader, and vice versa.

So most of the executive activity (CEO) must behave as a leader, if the executive does not behave according to his position, his organization will be at risk as the rate of competition and change increases.

Most of the time the leader must also be spent to portray himself as a manager. However, this does not mean that there is no room at all for leadership roles in its managerial duties. Conversely, it is desirable that leadership behaviors can be presented and distributed according to the portion in each strata of the organization.

While there is a debate about the degree of balance between leadership and managerial skills that a person must possess, but according to Badger and Smith, the balance between leadership and management skills will continue to change in accordance with the demands of organizational change.

However, as it was revealed, every person at this time needs to sharpen both of them continuously, both in daily work practices, and in particular to attend training and courses organized by the consultant's organizers.

Many of the themes or links of leadership training offered by the organizers, among the most popular themes are sessions to improve some skills such as:
• Improve the adaptability of a leader in line with the attributes of leadership it bears;
• Understand the similarities of leadership and entrepreneurship;
• The attitude of a leader and its implications;
• Excitement exercises leadership roles;
• The problem of ego and its influence on leadership;
• Ongoing goodwill of the roles of leaders;
• Enthusiasm and leadership attitudes;
• Blustering style leadership and cooperative style; and
• Leadership policies stemming from the teachings of religious spiricity or belief.
Educating and training a person to develop leadership skills should have an impact on improving individual performance and improving the effectiveness and efficiency of his work.

Researchers are developing methods and tools to measure leadership skills or proficiency. Increased individual leadership skills and implementation of leadership knowledge will enhance the organizational leadership culture and develop a more focused leadership model.

The balance of leadership focus and management skills at both the individual and organizational levels is important. That is why business management managerial leadership is a must-have for today's leaders.
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