LEADERSHIP ROLE IN CONTEMPORARY MANAGEMENT

Writes that training programmes enhance human capita development for better performance

It has been observed that, contemporary “leaders have four tools in their possession, which they use to influence employees and create commitment to the company’s goals. [First, these leaders are charismatic. Charisma refers to behaviours leaders demonstrate that inspire confidence, commitment, and admiration toward the leader. These individuals have a “magnetic” personality that is appealing to followers. Second, these leaders use inspirational motivation or come up with a vision that is inspiring to others. Third is the use of intellectual stimulation, which means that they challenge organisational norms and status quo, and they encourage employees to think creatively and work harder. Finally, they use individualised consideration, which means that they show personal care and concern for the well-being of their followers.” The government of Lagos State led by Governor Akinwunmi Ambode fully recognises the enormous value that knowledge and soft skills training bring to bear on the attainment of the strategic objectives of the government and the public service of Lagos State. Also, the Ministry of Establishments, Training and Pensions has always been in the vanguard of advocating for the institutionalisation of essential training programmes that benefit the most strategically-placed officers in the public service. Thus, I am delighted that we are witnessing yet another occasion to demonstrate this noble commitment of the Lagos State government.

Without doubt, it is true that “high performances have been known to increase in organisations that expose their human capital to leadership development through training programmes and I am hopeful that the learning outcomes will translate into more dynamism, effectiveness and efficiency for the public service.

The need for ensuring and assuring the efficiency and effectiveness of public institutions has never been greater than now. In our contemporary age of constant changes, it is widely agreed that institutions must have clearly-defined missions that are relevant to the needs and aspirations of its stakeholders. Following this, the human capital at the helm of leadership in these institutions must have the courage to envision a future that realises the attainment of the defined mission of the institutions. In order to actualise the vision, however, leaders must be trained to possess both the hard and soft skills that are fundamental for success. This is where training programme becomes relevant.

In contemporary times, it is expected that the managers of men and resources should be able to: one, clearly and repeatedly, through both words and actions, send the message that effective communication is essential for organisational success and career advancement. This is a powerful, indispensable message. But it requires consistent, hard-nosed follow-through, including compensation incentives that promote good communication practices. Two, inject science into your communications strategy. Neuroscience and behavioural economics, in addition to the best polling and statistical techniques, have opened vast new areas of knowledge that leaders can use to their advantage to heighten their credibility and increase the effectiveness of their messages. Sophisticated research grounded in science is an excellent tool for developing strategies and messages that move people to desired actions. Three, mandate a holistic assessment of the communications status quo in your organisation. In this assessment, do not be limited by the traditional definition of “communications.” Review both the verbal and non-verbal ways in which the organisation projects an image of itself through its various activities. Include a study of every internal and external constituency that presents exposures and opportunities for the organisation. Assess how it creates relationships with those constituencies, from the body language of a customer service agent to the treatment of laid-off employees, to positions on sensitive public-policy matters, to the design of products and services, to the public visibility of the leader, and so on. Along the way, remember that communication is a two-way street, so it is essential to evaluate the organisation’s ability to identify problems and opportunities and then reliably report that information through feedback channels up the hierarchy. Further, the assessment work should be done in an integrated manner and managed strategically from the top.

Four, make sure that any person at any level who has responsibility for some form of communication (verbal or non-verbal) can do it well. The leader should develop a solid understanding of what constitutes good communication practices and insist on training initiatives to ensure people have the ability to carry out their communications duties effectively. The leader should lead by example, refining his or her own skills as a communicator.

To be clear, the administration of Mr. Ambode wants a public service where every officer is able and empowered to set a clear vision regarding his duties and effectively communicate it to colleagues, providing them with a clear understanding of the desired direction;

understands that effective planning is important when it comes to meeting organisational goals; is able to provide stability, inspiration, courage and direction during times of crisis and when dealing with relationships between co-workers; aims at improving employee relations and more closely aligning the team and individual objectives; and

is an indispensable contributor to growth such that the public service maintains its effectiveness, productivity and competitiveness.

To this end, a set of useful questions that can help in assessing an individual’s standing vis-à-vis leadership qualities have been developed. It will be well-served by considering them:.Do you provide guidance? A leader not only have to supervise but must also play a guiding role for the subordinates. Guidance here means instructing the subordinates on the way they have to perform their work effectively and efficiently.

Do you instil confidence? Confidence is an important factor which can be achieved through appreciating the work efforts of the subordinates, clearly explaining to them their role and giving them guidelines to achieve the goals effectively. It is also important to hear the employees with regard to their complaints and problems. Are you able to maximise efficiency in your use of time and resources? Leadership calls for maximising efficiency. It is an important function of management which helps to maximise efficiency and to achieve organisational goals.

Do you seek to create and maintain an efficient work environment? Leadership is about getting things done by members of the organisation. An efficient work environment helps in sound and stable growth. Therefore, human relations should be kept in mind by a leader. He should have personal contacts with employees and should listen to their problems and solve them. He should treat employees on humanitarian terms. Are you able and willing to initiate action? Confident leadership initiates action. The leader is a person who starts the work by communicating the policies and plans to the subordinates from where the work actually starts. Do you instill motivation? The leader is the one motivating others with economic and noneconomic rewards in order to get the work done.