About Business Management

Leadership Abilities

As a person, I have always demonstrated good leadership abilities through my ability to be at ease with uncertainty. I tend to be a positive thinker who believes that what is meant to be will be. Such a skill has taught me how to function successfully in chaotic circumstances and, as a result, motivate others during difficult times. I am always curious about the effects of my decisions on people and their reactions to them, which has helped me develop meaningful, strong personal mentorship relationships all over the world.

Management Qualities

I’ve noticed certain management qualities in the way I behave, myself, friends, coworkers, and events around me on occasion. Compromise is something I do, and I at times tend to coordinate and balance opposing news, which most leaders do not do.

Leadership and Management Integration

Leadership and management go hand-in-hand, and for a manager to become a good leader, there are many things to be reconsidered. According to Berson and Stleglitz (2013), a good leader needs to be a good manager and vice versa because their roles integrate into making a great driving force for positive agendas. Managers should learn how to motivate others in times of crisis because the rest of the workforce is affected when negative things have an impact on the business (Straw, Davis, Scullard, & kukkonen, 2013). On the other hand, leaders should also learn how to be problem solvers because not all situations can be ignored or left to chance. Some conditions require excellent managerial skills when it comes to coming up with solutions, and leaving them to chance just won’t make the cut (Straw, Davis, Scullard & kukkonen, 2013). Above all, managers need to be more understanding of the emotions of others and teach themselves how to be empathetic to others. When it comes to leadership, people are moved by the type of leaders that are concerned about how they feel and those that consider their thoughts and ideas on issues (Berson & Stleglitz, 2013). Most leaders appeal to people’s emotions and their logic. Therefore, it remains highly relevant for managers to learn how to be keen on the emotions of others and have empathy.

The Importance of Followers

A follower is just as important as a leader in the sense that they are the driving force behind ideas that the leader is accomplishing (Straw, Davis, Scullard, & kukkonen, 2013). In my circle of friends and workmates, they are good sports as followers. My friends are diehards who actively participate in pushing my agendas or those of other friends within our circle. As a follower, I am an activist when I believe in a leader and their idea, and eventually, I actively push the agenda. Conversely, when I do not believe in a leader and their idea, I strongly oppose the notion.

Power and Motivation

As a leader, I use my expert power because it is reliable since it is out of my knowledge. As a manager, I usually use my reward power to motivate my co-workers and even friends. I do not believe that there is any source of power that I cannot use as the foundation is not as important as the method of use. Every source of authority can be bad if in the wrong hands. As a motivator, I am intrinsic because I find that motivating people uplifts my spirit and not only theirs. To my friends and co-workers, as a leader, a manager, and even a follower, motivation remains something I love to give regardless of my position.

Enlightening Others

Individually, I have developed the goal to enlighten others by motivating them about the brightness of our tomorrow if only we remain dedicated to our goals of today. I believe that intrinsic motivation is the best because it is genuine and has no hidden agendas. My need for achievement is the driving force for my development as motivating the youth and the ones close to me is enough success for me as a leader.

References

Berson, S, A. & Stieglitz, and G, R. (2013). Leadership conversations: Challenging high

potential managers to become great leaders. Hoboken, NJ: John Wiley & Sons.

Straw, J. Davis, B. Scullard, M.& Kukkonen, S. (2013). The work of leaders: How vision alignment and execution will change the way you lead. Hoboken, NJ: John Wiley & Sons.