Interpersonal Skills


Leadership and Interpersonal Skills; the art of surviving within the corporate world David G. Caban, MBA June 2010 Importance of Leadership The importance of any leadership within any corporation as well as government is to orchestrate society, because leaders help cultivate values and beliefs systems, which affects daily living. For instance, government within society institutes rules and regulations to maintain social order and survivorship; in addition, corporations are allowed to create corporate rules such as policies, which guides society to conform to an attitude and social behavior that is socially accepted within that particular environment. Concept of effective leadership Organizations such as government and corporations utilize social influences the attitude and social behavior within society (Kreitner & Kinicki, 2008, pg. 434). Therefore, information provided by leadership is vitally important to influence society, because it fulfills the objective strategy. Objective strategy is a general term, which has several distinct meanings, such as pursuing educational goals, making corporate profits to benefit society, and enhancing human ability (Kreitner & Kinicki, 2008). According to Kreitner & Kinicki (2008), purported that there are nine tactics to influence human behavior within the organization (434-435): 1. Rational persuasive, which is the concept of influencing someone with reason, logic and facts. 2. Inspirational appeals are instilling values and beliefs system into society.

Interpersonal Skills


3. Consultation is to gather others for planning and making decisions, which benefits society, such as society within the organization. 4. Ingratiation is influencing someone through praises based on performances. 5. A personal appeal is referring to friendship as means of loyalty to both the employee or subordinate and the organization, which the employee is a part of. 6. Exchange is to implied promises to employees subordinates to request specific favors, such as additional duties that benefits the organization. For example, driving to the post office to drop of mail, but the employee could leave early to complete that task. 7. Coalition tactics is to influences others to support a specific employee. 8. Pressure is demanding full compliance or consequences could be impose 9. Legitimating tactics is the authority right that all employees either adjust to certain changes or must comply to corporate policies.

All of these concepts described above promote personal worldview perception of inner maturity, because of the fact it is a system already imposed into societal since its inception (Kreitner & Kinicki, 2008). Therefore, certain sociological changes may not be imposing, because the leadership such as government may not deem suitable for any particular sociological change (Tomlinson & Egan, 2002, pg. 79). Sociological changes that may impact and-or influence society. For example, the technological changes within society, just about every mechanical devices has computerize operations; such as cars, cell phones and laptops. However, through all the changes that had, and still occurred within society management still learn how to be leaders through observational learning.

Interpersonal Skills


Because of the fact, leadership is a learn behavior, for example, parents, teachers, students, just to mentioned a few. Anyone can poses the characteristics of leadership, however, depending on the type of environment one is exposed can determine how one can become an effective leader. For example, does the manager poses good product knowledge? Service and product knowledge as well as good social interactions within the environment can determine one’s success (Stone, 2009; Tomlinson & Edgar, 2002). The importance of servant leadership Regarding self-awareness, self-concept and emotional intelligence are vital characteristics for every leader to poses, because all three characteristics resemble elements of internal control, ability and leadership to drive an organization (Kreitner & Kinicki, 2008). For instance, all three elements are required too institute sociological changes within an organizational environment. The changes that exist within any organization are the technological changes, which occur within organization (Tomlinson & Egan, 2002). However, it is vital to remain competitive (Wang & Rafiq, 2009). For example, corporate changes as a result to economic climates, as well as becoming adaptable within the corporate environment, such as corporate mergers, buyouts and closure, which can result to changes in value and belief systems (Bianco & Schermerhorn, 2006, pg. 457-458; Tomlinson & Egan, 2002). It not only affects within a corporate setting such as banks and other profitable institution, but also within any environment (Bianco & Schermerhorn, 2006, pg. 458). Managing conflict within the workplace In regards to active listening within a corporate setting it is very imperative to grasp the concept regarding changes, because it involves the concept of adaptability

Interpersonal Skills (Stone, 2009). For instance, though active listening an employee can learn about individual and corporate culture that benefits the environment. However, depending on the subject it can create potential diversity issues such as the inequality of wages


(Sorenson, 2009, pg. 660). To overcome barriers within the workplace is to recognize the problem by analyzing the situation (Alma, 2008, pg. 27). For instance, analyzing the situation is the problem with my approach? Should I approach the matter differently? Also, discovering newer ways to communicate with a fellow employee within a professional sphere that can communicate information positively that can result accomplishing any task. In other words, learning how to relate to other cultures in their respective perspective (Stone, 2009). Cultural diversity is not just the attention of races, sex, and cultural background, but also, the corporate and governmental background (Tomlinson & Edgar, 2002). Because of the fact, corporation recognizes two sets of culture, the culture of its employee’s (Stone, 2009), and the culture of the organization (Tomlinson & Edgar, 2002). Primary concept of any successful organization is for both employee as well as the entity to become successful (Stone, 2009). The key is to become adaptable within the work environment (Knouse, 2009). Within any successful organization will experience conflict; such as, management competing along with its team to provide better services that will both inspire the overall organization and secondly maintain its position (Wang & Rafiq, 2009). Conflict still persists within management, as conflict exists within familial institutions, therefore, existing within any corporate institution. Conflict first exist during the communication processes, which occurs through either face to face, and-or Internet communication, such as emails and so forth (Stone,

Interpersonal Skills 2009). In either case management must recognize were the problem exist, and it is the responsibility of management to resolve the problem, as well as its employees to resolve the problem. Because of the fact, of individual background difference is where cultural diversity is the main medium to help resolve any difference existing with any conflict existing within the organization (Alma, 2008). Servant leadership as in Christian Faith In regards to Robert Greenleaf some researchers suggested combining


management and subordinates into one positive organization that describes the concept of servant leadership. It can potentially lead into a successful organization, which suit the aims of cultural diversity (Vargas & Hanlon, 2007, pg. 45-46). In addition, it brings together the employees the “empowerment” resembling management concept, which is also the aim of cultural diversity (Stone, 2009). Robert Greenleaf interpretation of servant leadership is services to the employee’s or subordinates. The key idea is earning the trust and respect of our subordinates to lead and guide them (Vargas & Hanlon, 2007). A Philosophical approach to Leadership The philosophy of servant leadership is the central concept of Christianity, for instance, most Christian leader view themselves as servants to their parishioner’s. The ideology of Jesus Christ who was a leader of twelve disciples was the feet of His disciples, which symbolizes a servant type leadership. Therefore, to gain or to earn the respect from leadership must bear some resemblance. Because of the fact, subordinates

Interpersonal Skills must determine whether or not he or she can either join or maintain relationship within the organization (Vargas & Hanlon, 2009; Stone, 2009).


References Alma, I. (2008). Managing and sustaining a world of workplace diversity: The Accenture experience. Strategic HR Review, Vol. 75, pp. 11-16. Bianco, A.T. & Schermerhorn, Jr. J. (2006). Self-regulation, strategic leadership and paradox in organizational change. Journal of Organizational Change Management. Bradford. Vol. 19, Iss. 4, pgs. 457-470 Knouse, S.B. (2009). Targeted Recruiting for Diversity: Strategy, Impression Management, Realistic Expectations, and Diversity Climate. International Journal of Management. Vol, 26, Num, 3 pg. 347-353 Kreitner, R. & Kinicki, A. (2008). Organizational Behavior (8th Ed.). McGraw Hill Publishing Co. Boston, Ma. Stone, M. (2005). Building a successful workforce diversity program. American Water Works Association Journal. Vol, 97 Num. 9 pg. 46-49 Sorensen, J.B. (2007). Organizational Diversity, Labor Markets and Wage Inequality. American Behavior Science, Vol. 50 Num., 5 pp. 659-676. Tomlinson, F. & Egan, S. (2002). Organizational Sensemaking in a culturally diverse setting: Limits to the va’…Management Learning. Vol, 33, No. 1, pgs. 79-97 Vargas, P.A. & Hanlon, J. (2007). Celebrating a Profession: The Servant Leadership Perspective. The Journal of Research Administration. Vol, 38, pgs. 45-49

Interpersonal Skills


Wang, C.L. & Rafiq, M. (2009). Organizational Diversity and Shared Visions. Resolving the Paradox of exploratory and exploitative learning. European Journal of Innovation Management, Vol., 12, Num., 1 pp. 85-101.

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