Leadership Quality Enhancement: An Event Management Perspective

This report examines the improvement of leadership quality within the context of event management. It begins by introducing strategic leadership and identifies six key aptitudes essential for effective leadership, emphasizing the need for adaptability in the face of challenges. The discussion then delves into the critical role of an event manager, outlining the importance of planning, organizing, and controlling, and how these elements contribute to successful event execution and client satisfaction. The report references the Strategic Leadership Model of Schoemaker, highlighting the significance of qualities like honesty, dedication, and emotional stability, and the Big Five personality traits. It further explores the event manager's responsibilities in planning, including anticipating challenges and adapting to changes, as well as organizational skills for effective campaign management. Finally, the report concludes by emphasizing the importance of acquiring various leadership skills to enhance an event manager’s capacity to make well-informed decisions and avoid errors, ultimately contributing to successful event outcomes.

Running head: IMPROVEMENT OF LEADERSHIP QUALITY AT AN EVENT
Improvement of leadership quality at an event
Name of the Student
Name of the University
Author Note

1IMPROVEMENT OF LEADERSHIP QUALITY AT AN EVENT
Introduction
Strategic Leaders show persistent interest. Research has recognized six aptitudes that,
when aced and utilized as a part of show, enable pioneers to think deliberately and explore
the obscure successfully (Koryak et al. 2015). This paper portrays the six abilities to
distinguish the ones that most need consideration.
Discussion
Paul Shoemaker (2013) contends that pioneers are at their most essential in the midst
of trouble and stretch and can even swing such to the benefit of the association. As per him,
the variable influencing the initiative aptitudes are occasion measure, gifted workforce,
intercommunication between the individuals, identity of the work power, capacity and
information of the pioneer, energy of the pioneer(Northouse 2015).
The Strategic Leadership Model of Schoemaker, P. (2013) and Leadership Quality
Improvement at an Event
Event Manager in an organization conveys a noteworthy part in light of the fact that
the way which things are done well through occasion chief in an impeccable way. An event
manager’s fundamental obligation and duty is Clint's fulfillment. Their qualities and
temperance incorporate genuineness, magnanimity, dedication, self-restraint, regard for
others, moral mettle, quietude and persistence (Harvardbusiness.org 2018).As per Digman,
J.M (1990) ,The Big Five Traits a manager or leader ought to have are : Extraversion,
Agreeableness, Conscientiousness, Emotional soundness, Openness to understanding.

2IMPROVEMENT OF LEADERSHIP QUALITY AT AN EVENT
Planning:
Planning is the main duty of the event manager. Event Manager ought to need to take
of choosing ahead of time what to do and how to do.
Accoring to Schoemaker, P. (2013), An event manager can endeavor to build their
capacity to expect by conversing with clients, providers and different partners, going to
gatherings, do reviews, statistical surveying and business recreations and plan for various
sorts of activities and future situations. Furthermore, Schoemaker express that an event
manager need the capacity to challenge their own thoughts focusing on unique focuses,
dissecting the underlying driver of an issue against the side effects recognized, and keeping
up a receptive outlook consistently.
Organising:
Event manager is responsible for the organizing and budgets making in proper and
standard manner resulting in an effective campaign management.
Accoring to Schoemaker, P. (2013), Capacity to interpret is another attribute expected
of a vital pioneer. To enhance this aptitude, pioneers need to recognize conceivable
clarifications for hazy information, precisely search for any missing data, energize proposals
from different partners, zoom in and out on the information to focus on points of interest, and
to see the comprehensive view (Harvardbusiness.org 2018). Besides, the leadership
organizational skills of an event manager must also include the capacity to decide. The
pioneers need to change parallel choices to concentrate on more alternatives, need to keep up
a receptive outlook, subdivide real choices into portions, deliberately examine each fragment
and choose who ought to be engaged with the basic leadership process (Schoemaker, Day and
Snyder 2013).

3IMPROVEMENT OF LEADERSHIP QUALITY AT AN EVENT
Controlling:
The multi-tasking controlling powers are required for both smooth planning and
flawless execution of an event. Event manager is responsible for solving the problems happen
in the event at any cause.
As indicated by the strategic leadership model of Schoemaker, Capacity to adjust and
Ability to learn are the two expertise that assume a noteworthy part in key administration as
per the creators. It is contended that this aptitude can be achieved through dynamic effort
(Harvardbusiness.org 2018).A vital leader should, thusly, be proactive in correspondence,
build up trust, and connect with as often as possible with different partners, organizations to
grab more invitations for managing events.
Conclusion
Concluding the above discussion, numerous administration aptitudes can be obtained
to enhance an event manager’s capacity to adequately utilize key leadership skills. The
abilities can likewise urge them to keep up a receptive outlook, which is of incredible
advantage to settling on very much looked into and fruitful choices without making any
pointless blunders.

4IMPROVEMENT OF LEADERSHIP QUALITY AT AN EVENT
References
Harvardbusiness.org. (2018). Cite a Website - Cite This For Me. [online] Available at:
https://www.harvardbusiness.org/sites/default/files/HBR_Strategic_Leadership.pdf [Accessed
15 Jan. 2018].
Koryak, O., Mole, K.F., Lockett, A., Hayton, J.C., Ucbasaran, D. and Hodgkinson, G.P.,
2015. SUBSTANTIVE GROWTH CAPABILITIES. International Small Business
Journal, 33(1), pp.89-105.
Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications.
Schoemaker, P.J., Day, G.S. and Snyder, S.A., 2013. Integrating organizational networks,
weak signals, strategic radars and scenario planning. Technological Forecasting and Social
Change, 80(4), pp.815-824.