Contributions of A Leader

Contributions of A Leader

We often perplex leaders by asking them to perform a variety of tasks, such as setting the vision, clarifying policy, identifying respected practises, prioritising, meeting one-on-one, listening, welcoming followers' great ideas, redirecting when appropriate, keeping staff accountable, handling different personalities, and so on. And the list is extensive.

Let's take a look at how a leader contributes in different areas.

Smooth Flow of Team Dynamics

Team dynamics are critical when working on a project to develop, refine, or research a specific function, strategy, or solution. In all environments, team dynamics would become more prevalent. The fact that the overall outcomes of a cohesive learning team overshadow individual team member results further emphasises the validity of the team dynamics theory. A successful team dynamics completion can only be accomplished under the leadership of an excellent team leader.

At times, coaching and motivating team members can include addressing bad behaviours and intervening to foster problem solving and teamwork. Problem solving is difficult, and not everyone on the team will be happy with the outcome. In order to maintain healthy team dynamics, conjugation must be approached in a win-win manner. Crow (1999) is an author who has written a number of books on the subject.

Employees should be encouraged to work toward their goals.

The second most important contribution you can make to the company, as a leader, is to inspire workers to work together for shared goals.

Employees must be able to use their experience and knowledge at their discretion in pursuit of the company's specified strategy and objectives. Positive excitement for one's work, one's team and its members, and one's customers can all contribute to the success of an organisation.

Employee motivation may be about creativity and ingenuity, but it's most frequently about jumping in and going above and beyond to meet a need or solve a problem before being asked.

Embracing Responsibility

Some people will be upset by your acts and decisions because effective leadership requires taking responsibility for the group's well-being. If you're a good person, it's inevitable. Trying to make everybody like you is a sign of mediocrity: you'll avoid tough decisions, challenging people who need to be questioned, and offering different rewards based on different outcomes because other people may be upset. Ironically, delaying difficult decisions, avoiding irritability, and treating others “nicely” regardless of their efforts would ensure that the only people you irritate are the company's most creative and productive workers.

True leaders are recognisable and accessible to their followers. Even as they seek high standards, they show concern for their subordinates' efforts and challenges. As a consequence, they're more likely to create an environment where problem solving takes priority over blame.

Assist The Team in Striking a Work-Life Balance

Work-life stability is a big concern for the employees as a result of the ever-increasing job demands that have come with technological advances.

Make it clear that the company's growth is focused on a marathon rather than a sprint. Although there will still be high-stakes, time-sensitive issues, such as beating a competitor to market with a new product, recognise that endurance is the goal and that speed isn't the best or only indicator of long-term success. You should verbally illustrate it to your team, lead by example, and create organisational operating principles based on it. It's important to maintain continuity between what you say and what you do.

A diverse collection of behaviours, as well as a clear perspective on a variety of issues, are required for effective leadership. Although each of us has our own set of leadership characteristics, the ability to adapt our approach is critical for optimum effectiveness. Many people who are unable to do all of the above – and more – will certainly fail as leaders.