MANAGEMENT SKILLS

FOR
EFFECTIVENESS
ASSIGNMENT

FOR
Prof. shradha Padhi

By
Amruta Kar - 19202137
Arun Kumar Satapathy - 19202142
Shristi Satrupa Mohapatra - 19202182
Sreyashi Khetua – 19202186

20-Apr-2020
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Better leadership is promoted by focusing on skill development and leadership
competencies. However, the skills that are required for a certain position might
change as it is dependent on the specific level of leadership in that organisation.
The use of the competency approach will help the organisations in determining
the specific competencies that are required for different positions at different
levels in a particular organisation. Certain vital leadership competencies have
been identified by the “Centre for Creative Leadership” and these are consistent
throughout the organisations. According to them, the overall structure is divided
into competencies that are needed for leading the organisation, leading other
people in the organisation and for leading the self.
Leading Competencies
Leading the organisation:

 Managing change
 Solving problems and making decisions
 Managing politics and influencing others
 Taking risks and innovating
 Setting vision and strategy
 Managing the work
 Enhancing business skills and knowledge
 Understanding and navigating the organisation
Leading the self:

 Demonstrating ethics and integrity

 Exhibiting leadership stature
 Increasing the capacity to learn
 Managing yourself
 Focusing the purpose
 Increasing self-awareness
 Developing adaptability
Leading others:

 Communicating effectively
 Developing others
 Valuing diversity and difference
 Building and maintaining relationships
 Managing effective teams and work groups

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To address the unique challenges of global leaders, researchers have identified
global leadership competencies that can contribute to success. Among these
global competencies, developing a global mind-set, cross-cultural
communication skills and respecting cultural diversity are paramount to
succeeding the global workplace.
Global Executive Competencies:

 Open-minded and flexible in thought and tactics leadership competencies

can be used to effectively select, develop and promote leaders in an
organisation. Certain factors such as business strategy and future trends
should be taken into account when creating leadership competencies. All
business strategies are different and HR practitioners should use the
business strategy, including the global business strategy, to drive the use
of competencies in selecting and developing leaders. By effectively
building a unique set of skills for the organisation’s leaders, the firm will
sustain competitive advantage.
 Cultural interest and sensitivity
 Able to deal with complexity leadership competencies can be used to
effectively select, develop and promote leaders in an organisation.
Certain factors such as business strategy and future trends should be
taken into account when creating leadership competencies.
 Resilient, resourceful, optimistic and energetic
 Honesty and Integrity
 Stable personal life
 Value added technical or business skills

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How to Improve Leadership Skills?
Leadership abilities can assume an enormous job in profession improvement.
Specialized abilities may just take you up until this point. To assist you with
pushing ahead in your vocation, you'll most likely need delicate aptitudes, for
example, the capacity to be a decent pioneer. In this way, leadership abilities are
viewed as significant qualities that can assist you with getting to the highest
point of your profession field. You're bound to be recruited or get an
advancement on the off chance that you've been effective in leadership jobs in
your expert or individual life. Not many individuals are conceived pioneers. The
vast majority of us have to work on being a decent pioneer, and that is the
reason leadership improvement is so significant. There are a wide range of
kinds of leadership, and there are numerous ranges of abilities that can assist
you with turning into a fruitful pioneer.
 Taking Initiative
Most bosses will only assign employees tasks they know they can do.
That is the reason it's essential to elect to take on more duties while going
well beyond at your present position. Concentrate on learning skills that
fall outside your essential information zone.
 Critical Thinking
To be employed for a prominent activity, you should be a basic
mastermind. Great pioneers can predict potential issues before they occur.
They can likewise create approaches to keep issues from occurring.

 Listening Effectively
One of the most significant aptitudes for a pioneer is tuning in. Without
listening abilities, you can't get criticism from others and get a feeling of
what colleagues like about the activities they chip away at. Criticism is
vital. To listen viably, you have to keep in touch, maintain a strategic
distance from interruptions and react properly. Remember,
correspondence isn't just about verbal correspondence. Know about non-
verbal communication and signals to figure out what individuals are truly
saying.
 Discipline
Discipline is required in order to execute the goal. Even if you have a
vision or a good idea, it's useless without discipline. If you want to
execute effectively, you need discipline. To be a good leader, you need to
be self-disciplined, and make sure others on your team are disciplined.

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  Handling Conflicts
Leaders need to realize how to deal with troublesome individuals and
resolve clashes. In the event that a representative doesn't work to the best
of their capacity and carries an antagonistic mentality to work, pioneers
need to step up and converse with that individual in private. Pioneers
must be straightforward and clear. This requires a great deal of mental
fortitude. It is difficult to bring up an issue or fire somebody, so make
sure to consistently tune in to the both side of the story before you arrive
at a resolution and make a move.
 Be a Follower
Leaders should learn to recognize the value of team members, learn from
them, and encourage other team members to learn from them. Learn
things that you didn't know from a person who specializes in that area.

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Action Plan:

1. Role Model Development. 

Senior leaders set the pace in empowering a culture of advancement.
They are acceptable good examples for creating workers, they accept that
improvement is significant, and they focus on advancement. The best
leaders see learning not as a cost, yet a speculation that profits of a
workforce progressively dedicated to the association and additionally
ready to exhaust their optional exertion to take care of business. At the
point when you quit learning, you quit driving!

2. Clearly Communicate Expectations. 

Leaders deliberately use correspondence to create energy and encourage
an air of open trade and backing. They are capable at stimulating
individuals to see pathways that get to objectives in spite of testing
conditions. Leaders build up clear execution desires and consider
individuals responsible to convey on their work vows to their group,
chief, and partners.

3. Ensure Work Provides Learning. 

By far most of representatives look to learn and develop while
performing everyday work and desire a learning domain in that unique
circumstance. Numerous administrators mourn that time imperatives or
contending needs limit the time they commit to representative turn of
events. Fortunately, incredible leaders fuse learning as a basic piece of
their typical activity obligations and "obscure the line" among learning
and work. They make learning conditions so that, on each work task, they
can help representatives inventively envision and discover answers for
explicit difficulties.

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 Execute:

1. Encourage Development. 
Great leaders know that their most important job is to develop their successors
and maintain a legacy of leadership. The leaders who are most effective at
developing their successors have employees who are more likely to stay, more
satisfied with their job, more committed to the organization, and more
productive. Choose those you believe have the values you wish to promulgate
and the talent to learn the leadership behaviors you believe are important to the
future of your organization and then give them personal developmental
attention. Yes, it takes time. However, remember your leadership mission:
legacy.

2. Help Apply New Skills/Knowledge. 

Great leaders provide one-on-one coaching and mentoring opportunities to
apply new technical skills or knowledge on regular work or new projects and
relate these “teachable moments” back to the overall organizational vision or
strategy. The appreciative support of helping others grow contributes to a
distributed sense of leadership at all levels. Transformational leaders believe in
distributed leadership and are often seen mentoring, coaching, and ensuring the
development of others.

3. Relate Interpersonally. 
Leaders set a vibrant high performance organizational culture through effective
interpersonal relations, indicated by real dialogue, lots of input, and
transparency. Dialogue implies deeper conversations rather than information
handoffs. Dialogue involves demonstrating a true concern for the perspective of
others and committing to listening rather than trying to convince. Appreciative
exploration gives dialogue its power; people see you care and are willing to
invest in hearing them out. When people see that you are committed to them,
they will commit to you.

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4. Pass Along Job and Development Opportunities. 
The best leaders utilize their own understanding to offer representatives
guidance regarding rising patterns, political connections, profession
advancement, and yes employment opportunities and improvement openings.
You may develop a few people who will take their abilities somewhere else
dependent on your suggestion and you've fabricated deep-rooted faithfulness
from them, yet in addition from the remainder of your group, they perceive your
responsibility.

Evaluate:

1. Become Knowledgeable About Employee Performance. 

Leaders are educated about their workers' exhibition, which manufactures
impressive trust and regard. Most would state this is an "easy decision," yet just
30-40 percent of workers report that their administrators convey execution
measures and give reasonable and exact input to assist them with carrying out
their responsibilities better.
2. Provide Voluntary, Detailed, Immediate, and Positive Feedback. 
Most representatives accept that conventional presentation audits don't help
hands on execution, yet they long for input, particularly on qualities. Most
supervisors see formal execution surveys as a regulatory necessity instead of as
a ground-breaking switch to decidedly impact representative execution. Just 35
percent of workers rate their supervisor better than expected in giving input and
report that they just give general, vague recognition. Extraordinary leaders find
their kin accomplishing something right and point it out to them in an itemized
and auspicious design.
3. Recognize/Emphasize/Leverage Strengths. 
Most representatives accept that conventional presentation audits don't help
hands-on execution, yet they long for input, particularly on qualities. Most
supervisors see formal execution surveys as a regulatory necessity instead of as
a ground-breaking switch to decidedly impact representative execution. Just 35
percent of workers rate their supervisor better than expected in giving input and
report that they just give general, vague recognition. Extraordinary leaders find
their kin accomplishing something right and point it out to them in an itemized
and auspicious design.

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