LEADERSHIP IS NEEDED MORE THAN EVER- WHAT MAKES A GOOD LEADER, HOW CAN CEO, DIRECTORS INSPIRE AND KEEP THEIR EMPLOYEES MOTIVATED, HUNGRY BUT ABOVE ALL LOYAL.

The position of the chief executive is not the easiest to fill. To be a leader means to truly lead a team —either into its success or its failure. And the key quality of a leader is to be able to take responsibility for either one of these consequences, since they alone are in the unique position to be able to impact and influence output the most.

Leadership qualities focus on how well the CEO/Director can communicate the team’s clear and focused vision to engage for impact and deliver reliably.

Good leaders create a workspace that makes a safe ground for their employees to take a fall in. The leader should be someone the team can fall back on and rely in tense situations. Which is why it’s imperative that directors should have situational awareness of their teams at all times and have greater involvement through employee engagement.

Decisiveness in decision-making and accountability for initiative are good demonstrations of a leader. Such behaviour inspires the employees and creates a bond of trust between the CEOs and the employees.

To further foster the relationship of trust, the power distance should be reduced. Leaders can come off as distant, authoritative and intimidating. This creates for an imbalance at work places where the employees’ opinion is almost always snubbed and the power dynamic greatly tilts in the favor of the leader.

To counter such a power distance, the leaders can open their conduct to feedback and criticism from employees to have greater representation of their ideals.

Leaders can try and adapt proactively and initiate a conversation for change to accommodate the employees’ wishes and make them feel included so that the common and united goal may be achieved harmoniously.

Good working relationships between CEOs and their subordinates translates into a healthier delegation of power where the employees’ feel empowered and motivated in accepting their duties and work in accordance to the team’s wishes rather than their personal and individual interests.

This kind of loyalty isn’t always easy to inspire and leaders have to constantly innovate and update their work methodology which is constantly developing through the feedback of their employees. A quality as benign as listening can make for a great leader, as it lets the people around him/her know that they are heard and valued.

Such sentiments can transcend through the professional barrier and generate a sense of loyalty on a personal level, which in turns reflects on their professional conduct and results in more efficient output.

The relationship between the leader and the employees is dynamically shifting at all times. In modern times, the employees are not the passive recipients governed entirely by the leaders as they once were and the leaders are not the sole decision makers as they used to be.

This old and inefficient narrative is outdated and the modern approach is to maximize professional output through personal input. The aim is to decrease the disparity that exists between hierarchical positions at work places.

Leaders and employees have to get personally invested in their tasks to work together to achieve their united goals. As the definition of leader has changed in modern times, their conduct has to reflect that change as well.

The intricate balance of maintaining professional integrity alongside personal connections with the employees is very hard to achieve and a good demonstration of a leader should strive to convey that image as exactly as possible.

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