Managerial Effectiveness: A Concise Definition

Good management and leadership are essential for organizations to operate and additionally for the businesses to prosper. When businesses are well administered, they can function successfully and they can function effectively. Managers have exceptionally effective and strong plans, mangers have systematized structures, organizations, and they also assess effects. When businesses are appropriately directed, they acclimate to modifications in the situation and cultivate cultures that encourage obligation and improvement. Mutually good management and good leadership are essential to maintain organizational performance.

For management to be effective, it should be able to creatively solve problems, motivate employees/workers and be able to achieve the organizational goals and objectives. It consists of various components and activities which are useful to every manager without regard to their level or status.

To be an effective leader who can recruit, hire, support their staff, one must have various skills and leadership styles. Having a visionary leadership style

Effective leaders opt to implement a specific type of leadership style as a result of their personalities and job experiences, and apply it to their organizational structure. However, that particular type of leadership style a leader utilizes may not apply to every job situation (Peak et al., 2010). In order to be an effective leader, an individual must acquire the three basic leadership skills and they are as follows: (1) human relations; (2) conceptual skills; and (3) technical skills (Haberfeld, 2013). Additionally, a skillful leader must also be proficient in motivating, communicating, and problem solving (Hess & Orthmann, 2012).

Leaders are most effective when they are able to attain cooperation among all the members and make them feel the purpose of doing their tasks. It is important for them to research on the characteristics of high performance teams so that they also have it as their standards in leading their people. Some of the important activities that a leader should be good at are persuading, communicating, and motivating people (Tracy, n.d.).

In organizations today there are many factors in operating a company that requires various essential abilities and skills. Managers must have the ability to manage issues when they present themselves before resulting in a larger problem. The ability to manage cost, over see many projects, and also forward think are critical strengths a leader must have. Using project management to implement new processes, ensure life cycles of products stay relevant and management inventory levels are all key factors that will ensure financial success with an organization.

Through these leadership skills a manager can create an environment that encourages staff to behave in a mature way, express creativity and enable participation in decision making processes. This will increase job satisfaction, staff retention and productivity.

In general, we are familiar with the quote managers do things right while leaders do the right things. In essence, the analytical versus the holistic approach of leadership addresses these two separate and distinct functions within an organization. For instance, a manager focuses on the daily operations of an organization with an emphasis on team delivery, budgeting, and supervising the employees. Contrarily, leaders within an organization focus their time on improvements and innovation. In particular, leaders can perform this function since they are not culpable for routine tasks and mired in the minutia. As a result, there is a misnomer that managers are leaders and leaders remain managers, but they are not exclusive. Therefore, being a manager and a leader requires different abilities and dispositions.

A manager is a person who supervises the work of others so that the assigned goals and targets are achieved in the most effective, efficient, and well-organized fashion (Daft 2011). A manager makes decisions for his organization, organizes, motivates, and leads its human resource, and controls its business affairs so as to achieve efficiency and superior operational performance. All the functions and responsibilities of a manager overlap each other at all the managerial levels within an organization (Basefsky, Maxwell, Post, & Turner 2004). Leadership is one of the core functions of a manager. This leadership function essentially requires the leader to be specialized in all other management functions in order to lead his followers effectively and efficiently (Leatherman 2008). Therefore, it is strongly believed that a person must have to be a good manager in order to become an effective leader. This paper critically examines this statement in the light of relevant literature; including books, research papers, and journal articles.

Over the years in my career I have come to learn the different between an effective manager and a non effective manager. With all that I have learned is it possible to live up to whom I want to be. In the following essay I explore the skills and techniques used by managers that have lead to a successful career. I will also demonstrate how I plan to integrate these skills and techniques into my future as a leader.

The purpose of this paper is to reflect and make an analysis of the general strength and weaknesses of a leader, provide recommendations thoughts of overall performance to improve on this person’s leadership style in which practices and theories were utilized most effective. Draw conclusions and provide an integration of this leadership practice into my own leadership practice. Accomplishment of this will be achieved be identifying several key practices from publish documents about the leader and comparing them to known relative concepts for a holistic view of the approach.

An effective leader is someone who is passionate about their goals and knows how to motivate, inspire, and influence others to come together and work as one to reach a common goal and conduct compelling and important changes. The realization of some kind of qualitative or quantitative result because of the actions and influences of an organizations leader is essentially how to evaluate their effectiveness. The characteristics of effectiveness, of course, depend on the goals of the leader and the organization. The fundamental characteristics of what makes an effective leader are mostly universal, however, the characteristics of leader effectiveness from one organization to another may have unique

Effectiveness of leadership rest solely on the style of leadership that the leader embraces. Many times it is also contingent upon the framework of leadership. This simply suggests that dissimilar leadership styles are applicable in different situations. In order to be effective, one must possess an array of skills, influence, traits, behaviors, values, motivation and relationships with followers. Effectiveness of leadership is also the result of the mind, body, soul and spirit coming together to be a visionary, passionate, flexible, inspiring, innovative, courageous, experimental, and initiates change. Effective leadership means are centered on creating an invigorating environment that is safe, fair, and consistent for all. The aforementioned statements

I believe you learn about leadership by acting as an example. You should be prepared to do the things you are asking others to do by getting on your hands and knees, if need be, and get your hands dirty. This engraves a picture into the mind of an employee or subordinate to what type of a manager you are. In this paper, I will cover the role a manager plays in an organization describing four functions of management: planning, organizing, leading, and controlling. I will then describe three traits: conceptual, human, and technical, which an individual must possess to become a successful manager within an organization and how they fit in with the four functions.

Abdul-Azeem, M. and Fatima, S. (2012) ‘Factors favoring managerial effectiveness: a study of select public and private sector organizations’, International Journal of Business Economics and Management Research, 2(1), Pp. 1-27.