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Flanagin et al (2003) pointed out that credibility is the essence of leadership and the foundation on which leaders can be able to create their vision and followers can build security toward leaders. They also proposed five measures to examine the practices of leaders by their actions: challenging the process, inspiring a shared vision, enabling others, modeling the way and encouraging the heart. Those beliefs augment the typical images of leadership and incorporate the new elements of leader-follower interactions into this approach. With the fully understanding of expectations held by stakeholders managers might be able to enact and implement their plans more efficiently and create a friendly working atmosphere with trust in their departments or
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Managers are likely to get promotion if they are perceived to have qualifications to higher positions. Take the chief executive officer of Microsoft Corporation as an example, Steve Ballmer had functioned in various departments such as operations, sales and support, and product development which enhance his competency for being a top leader. Another practical perspective of the skills model is that career experiences could provide individuals with accumulating knowledge which qualifies them to respond to situations and solve complex problems (Mumford et la 2000). This argument could be proved by reviewing nowadays recruiting systems. It is not difficult to find that working experience has been seen as the important sources of competency and the crucial role in human resource management.
This is safe to say that when managers who exhibit this approach might include this as hiring conditions. Moreover, they also introduced environmental influences as a factor which affects management performance. In managerial situation, external factors would work as inputs and have impacts on effectiveness of organizations. For example, communication between staffs had been discussed as an element which can lead to better working performances and benign circle of management by receiving feedback and making …show more content…
(2003) The future of leadership: the art of leading people in a ''post-managerial'' environment. UK: Emerald. Katz, R. L. (1955) Skill of an effective administrator. Harvard Business Review, 33(1), 33-42 Kirkpatrick, S. A., & Locke, E. A., (1991) Leadership: Do traits matter? Academy of Management Executive, 5. 48-60 Kotter, J. P. (1990) A force for change: Hoe leadership differs from management. New York: Free Press. Mayer, J. D., Caruso, D. R., & Salovey, P. (2000) Selecting a measure of emotional intelligence: The case for ability scales. The handbook of emotional intelligence (pp.320-342). New York: Jossey-Bass. Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000) Leadership skills for a changing world: Solving complex social problems. Leasership Quarterly, 11(1), 11-35. Northouse, P. G. (2010) Leadership: Theory and practice. CA :Sage. Rost, J. C. (1991) Leadership for the
Managers are likely to get promotion if they are perceived to have qualifications to higher positions. Take the chief executive officer of Microsoft Corporation as an example, Steve Ballmer had functioned in various departments such as operations, sales and support, and product development which enhance his competency for being a top leader. Another practical perspective of the skills model is that career experiences could provide individuals with accumulating knowledge which qualifies them to respond to situations and solve complex problems (Mumford et la 2000). This argument could be proved by reviewing nowadays recruiting systems. It is not difficult to find that working experience has been seen as the important sources of competency and the crucial role in human resource management.
This is safe to say that when managers who exhibit this approach might include this as hiring conditions. Moreover, they also introduced environmental influences as a factor which affects management performance. In managerial situation, external factors would work as inputs and have impacts on effectiveness of organizations. For example, communication between staffs had been discussed as an element which can lead to better working performances and benign circle of management by receiving feedback and making …show more content…
(2003) The future of leadership: the art of leading people in a ''post-managerial'' environment. UK: Emerald. Katz, R. L. (1955) Skill of an effective administrator. Harvard Business Review, 33(1), 33-42 Kirkpatrick, S. A., & Locke, E. A., (1991) Leadership: Do traits matter? Academy of Management Executive, 5. 48-60 Kotter, J. P. (1990) A force for change: Hoe leadership differs from management. New York: Free Press. Mayer, J. D., Caruso, D. R., & Salovey, P. (2000) Selecting a measure of emotional intelligence: The case for ability scales. The handbook of emotional intelligence (pp.320-342). New York: Jossey-Bass. Mumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000) Leadership skills for a changing world: Solving complex social problems. Leasership Quarterly, 11(1), 11-35. Northouse, P. G. (2010) Leadership: Theory and practice. CA :Sage. Rost, J. C. (1991) Leadership for the