We are facing a contextual reality in which leadership and subjectivity play an extremely important role when it comes to insightful strategic management of organisations. The profile and dilemmas of a leader are based on a predominantly reflective approach, since classifying behavioural management is a complex task due to the multiplicity of variables on which its categorisation can be based.
Leadership, as a competence, takes place over time, as it is not a behaviour that is used on a one-off basis. At the same time, leadership goes hand in hand with employee motivation, as employees tend to recognise a leader as such to the extent that he or she is able to motivate them.
In fact, a leader’s behavioural signature will tend to condition the way in which employees carry out their tasks in a given role. The leader, in turn, must know how the team is preparing to manage routine work in accordance with the organisation’s overall objectives.
Within a team, as well as sharing the action plan for collective activities, it is important to know the potential and limitations of each member of the team. Organisations in which leaders are very fundamentalist are tending to lose sight of this, as they are increasingly opting to create strategies or mechanisms to promote more participatory management.
In the current panorama of organisations, where management tends to be more humanised, and following what is typical of a strategic vision, mechanisms are being created with a view to generating ‘win-win’ opportunities between leadership and employees.
In fact, in some cases, rigidity on the part of the leader in the relationship with employees can create the wrong impression and even trigger a high turnover rate.
This is because, on the one hand, the leader may have an aggressive and competitive profile in the pursuit of results and, on the other, team members may need some predictability as to the pace of events in routine activities.
In organisations, it’s important to generate ‘win-win’ opportunities between leadership and employees
In all likelihood, a motivating, analytical and inspiring leader, who acts in an exemplary and persuasive manner, can promote a high degree of achievement of the overall objectives of a given organisation among employees (accountability).
Furthermore, it is important to emphasise that leadership can be differentiated to the extent that it has a relatively balanced leader, capable of managing emotional intelligence according to the demands of the situation, as well as having a strong strategic and/or operational decision-making component in an autonomous and assertive way in changing contexts.
From a macro perspective, with the constant transformation of the business landscape, communicating and articulating the strategic vision with the team is a key factor in keeping employees ready, given the dynamics and pace of work to which they will be exposed.
No less important is the issue of continuous feedback in one-on-one meetings, from a positive point of view or in terms of developing the mindset in the course of routine activities, whether formal or informal, which is an essential and critical success factor in evaluating the performance indicators of those being led. And since it can result in significant change, continuous feedback, in addition to quality, will certainly improve the timing of processes, i.e. it can promote more proactive and resolute people.
Another essential aspect of this reflection is the importance of the leader creating opportunities to develop employees through the delegation of challenging tasks, as well as through coaching actions, in order to increase the group’s effectiveness in delivering results.
In this wave of developing talent, this mechanism can stimulate employees’ ability to project self-confidence in new contexts. That’s why the stronger and more cordial the hierarchical relationship, the more precise and reliable those being led will tend to be in the activities they are tasked with.
