Managing and developing People and Organizations

This document discusses managing and developing people and organizations. It includes a SWOT analysis of leadership strengths and weaknesses, appropriate leadership development, and application of knowledge and skills in the current role. The document also provides insights on personal and professional development based on feedback.

Managing and developing People and Organizations
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Table of Contents
Question 2:.......................................................................................................................................3
Part 1. Summarization of the strengths and weaknesses according to the survey. Alignment with
the expectations...............................................................................................................................3
Part 2. The kind of leadership development appropriate for the improvement of leadership skills.
.........................................................................................................................................................4
Question 3:.......................................................................................................................................4
Part 1. Application of the knowledge and skills related to leadership in the current role...............4
Part 2. Personal and professional development from the feedback taken.......................................5
References........................................................................................................................................7
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Question 2:
Part 1. Summarization of the strengths and weaknesses according to the survey. Alignment
with the expectations.
According to the survey I do possess a lot of qualities which are appropriate for being a
successful leader. But along with that there are some qualities which needs to be improved in
order to develop the maximum. Below is the SWOT analysis which lists down the strengths and
weakness of mine.
Strengths Weakness Opportunity Threats
 Detailing of
work
 Problem solver
 Interaction,
communication
 Addressing
problems
 Understanding
emotions
 Making
strategic plans
 Obtaining,
allocating
resources
 Organizational
values and
philosophy
 Consensus in
conflicts
 Flexible in
making
changes
 Filling forms
 Managing
people
 Responding
to people’s
concerns
 Motivating
others
 Obtaining
resources for
program
support
 Great
management
of problems
on time due to
detailing,
problem
solving,
interaction
and
understanding
emotions.
 Great
strategic
planner and
resources
gainer as I am
good in
allocating
resources,
making plans,
applying
changes and
 People
management
is a challenge
due to
managing
people and
their
concerns,
motivating
others
 Program
support
management
is also a
challenge for
me
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managing
conflicts
Table 1 : SWOT analysis on all the factors in the survey
(Source : created by author)
As expected, I possess the qualities that a leader should possess. Though I lack in the servant
leadership prospect I am least interested in listening and solving problems of others, which will
hamper the followership. By applying change I can employ distributed leadership though I have
to improve the dealing with forms. I am weak in extraversion, openness and agreeableness, but I
am strong in conscientiousness and I have low neurotic which is good. As an individual I am
straightforward and personality factors can be assessed easily. I am more of a transactional
leader to some extent though I need to upgrade some qualities which would bring the perfect
balance for transactional and transformational leadership.
Part 2. The kind of leadership development appropriate for the improvement of leadership
skills.
The leadership skills I possess are more of a transactional leadership where I have the intuition to
understand the current problems and decide for a change to be applied employing the correct
amount of resources. I am also good at arranging the resources. But, on the other hand, I avoid
speaking and discussing the same with the others which hampers the followership and the loyalty
toward the leader from workers. I need to improve these. Understanding and talking to others is a
requirement for a great leader and people tend to follow those who are more informal than being
formal in their approaches (Popli and Rizvi, 2016).
According to Michigan leadership the perfect balance of product centered and employee standard
leadership is the best (Renko et al., 2016). I possess 80% of the production centered leadership
which needs to be a 50-50 balance to win the employees.
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Question 3:
Part 1. Application of the knowledge and skills related to leadership in the current role
It is said that leadership is a born quality, but the charisma and the approach can decide whether
the person is an effective leader or not (Dartey-Baah, 2015). In the previous years the
authoritative leadership could pressurize things to be done according to the management
perspective. But this approach is being obsolete. The transformational leadership leads to a lot of
avenues for the organization (Antonakis and Day, 2017). Creativity, satisfaction, least turnovers,
followers, optimum performance of the employees can be expected if the leader is a ‘people’s
man’ (Managementstudyguide.com, 2019). The perfect balance of understanding the workers,
sufficing their needs, talking being empathetic, strategizing according to the needs of the most is
a perfect balance (transformational and transactional leadership) for being great leader. Again
finding a balance between the task and the people, being the perfect problem solver at situations
(situational leadership) and being directive, supportive, participative, achievement oriented
matters a lot to the organization. Keeping things simple, having vision, values, culture and
strategies to get great output is important. As said, leader exists because followers exist (Nguyen
et al., 2017). And followers can be gained when there is communication, empathy, problem
solving attitude toward workers and maintain a formal and informal behavior towards the
direction of work inside the organization. Ideas can be fruitful from any member, therefore more
‘listening’ is required.
Part 2. Personal and professional development from the feedback taken
Feedback is the best way to understand and judge the points to be developed (Zhu et al., 2016).
In the survey, the administrative skills were in 1, 4, 7, 10, 13, 16 number questions and I had
scored a total of 20 points which means this is the area I need to work on. Even according to my
fellow co-performers and friends I am not much good in administering people. Supporting
programs, detailing work, filling forms, managing people, allocating resources are my weak
points. I should find ways to improve these.
Again, it is evident that I am good in interpersonal skills with a high score of 26. Though some
points if improved may work better for me. According to my friends also I have the ability to
influence people through various ways. The question 2, 5, 8, 11, 14, 17 were a part of the
interpersonal skills which were pretty okay for me. Just that, a little more concentration on the
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factors such as consensus on conflict situations, conflict resolution can improve it to a better
position. Though the factor of emotional energy for motivating others needs greater
improvement.
Lastly a scored a moderate 24 in conceptual skills. Therefore it also needs some improvement.
The questions 3, 6, 9, 12, 15, 18 constitute conceptual skills which states that I am a good
problem solver and addressor, have a good vision for understanding the future and see the bigger
picture, good strategic plan maker, flexible in making changes. I am no doubt good in these
factors, but collating these with the workers’ want can make things easier both for the leadership
and the organization.
According to the survey, these are the factors I need to concentrate for being a better leader.
Leadership is a trait which is already present in a particular but nurturing some facts can give rise
to a better influential leader (Choi et al., 2017). Even my friends say, that reconsidering few facts
and working on them will result in extracting a better leader out of me.
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References
Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage publications.
Choi, S.B., Kim, K. and Kang, S.W., 2017. Effects of transformational and shared leadership
styles on employees' perception of team effectiveness. Social Behavior and Personality: an
international journal, 45(3), pp.377-386.
Dartey-Baah, K., 2015. Resilient leadership: A transformational-transactional leadership
mix. Journal of Global Responsibility, 6(1), pp.99-112.
Managementstudyguide.com. (2019). Importance of Leadership. [online] Available at:
https://www.managementstudyguide.com/importance_of_leadership.htm [Accessed 28 Mar.
2019].
Nguyen, T.T., Mia, L., Winata, L. and Chong, V.K., 2017. Effect of transformational-leadership
style and management control system on managerial performance. Journal of Business
Research, 70, pp.202-213.
Popli, S. and Rizvi, I.A., 2016. Drivers of employee engagement: The role of leadership
style. Global Business Review, 17(4), pp.965-979.
Renko, M., El Tarabishy, A., Carsrud, A.L. and Brännback, M., 2015. Understanding and
measuring entrepreneurial leadership style. Journal of Small Business Management, 53(1),
pp.54-74.
Zhu, W., Avolio, B.J. and Walumbwa, F.O., 2016. " Moderating role of follower characteristics
with transformational leadership and follower work engagement": Corrigendum.
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