Motivating Workforce and Overcoming Organizational Challenges
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Motivating Workforce and Overcoming Organizational Challenges
The pursuit of knowledge and skills should be focus of every leader for their empowerment and strengthening their roles and performance in the organization (Keevy & Perumal, 2014). Business leaders should possess transformational skills and knowledge that would help their organizations overcome the current challenges brought about by the paradigm shifts increasing their capacity and that of their organizations to excel. Transformation in an organization does not only involve the processes, but it is also about the people and leadership and understanding deeply the team issues and concerns.
Leaders should be fully aware of their roles in the organizations based on the expectation of their incumbent positions. Every role should have tasks and responsibilities tied to the organizational success factors. The leader should be able to feel the sense of accomplishment that is likely to reciprocate to the subordinates and sense of challenge while undertaking the leadership duties. Leadership success is tied within organizational performance, the commitment and the deliverables of the workforce. The more the junior employees feel free with the leadership, the easier it is to implement operations, as the leadership will be able to understand every source of possible resistance and initiate a response.
Ali (2012) argued that it is hard in human behaviour to like someone you do not have contact with as people tend to attract those they like. It is core for leaders to understand the roles they need to perform alone and minimize on them much as possible and embrace those that they perform in relationships. Being a leader, interaction with the juniors itself to others is a motivation as others may consider it a powerful reward. With this approach, it is easier for a leader to execute functions in an acceptance mode, with minimal resistance which in turn translates to effective organizational transformation (Hind, Magala, & Millar, 2012).
Through the learning of the capabilities of the junior employees through the social interaction, a leader is capable of making discoveries on what is missing, and initiate learning for the employees or even acquire the specific skills needed through the recruitment of additional employee. Social interactions encourage communication at different levels (Bowers, Jones Nijman, & Simpson, 2011). A competent leader is the one who is a good communicator, with no restrictions on passing information and feedback.
Asserting influence is another important factor of transformational leadership. A competent leader must understand constructs of power and use his influence to exert change necessary to transform the organization in the desired direction. It is essential to understand every nature of influence available, and how they are applied at different levels of an organization (Krause, 2007).
Confidence is another important aspect capable of generating transformation to an organization. According to Ali (2012), a leader must express confidence in executing functions and on his competency that will then mirror on the different teams of the organization. A leader must continually gain knowledge relevant to the status of the position and roles and should foster a working environment that provides room for extensive knowledge acquisition to improve the expertise power within that organization (Galuppo, Gorli & Ripamonti, 2011). In the modern global economy, knowledge is an important aspect and asset for an organizational competitive advantage if properly acquired and managed (Hemlin, 2006). Through the knowledge systems, strategies should be developed along a range of organizational goals or vision to provide a direction for the respective firm.
A successful leader sets priorities as per the needs of the organization and demands of the global economic environment. Current globalization is intensifying the arena in which firms play, presenting new challenges and opportunities with rapid shift in trends. The organization focus should shift to harnessing every opportunity presented in the global scene, and transform the challenges into productive measures to benefit the organization and clients. Such alterations can be effective through the involvement of interactions to enhance strategic decision making on organizational issues (Bowers, Jones, Nijman, & Simpson, 2011). There is need for a relationship between a leader and subordinates to encourage empowerment and mentorship of the junior employees to improve their performance in the organization.
Enhancing strategic integrity of a leader is ensured through proper accountability and self-declarations. Integrity capacity of every organizational leader is a tangible asset of global competitiveness (Azuka, 2009). Leaders with proper developed competencies exhibit higher levels of integrity, which in turn improves work behaviour. As an integral part of the role, a leader should delegate duties and responsibilities to the respective teams depending on the expertise and level of responsibility. This will in turn build the abilities and skills of the junior employees to perform more functions (Ahmad, Aslam, Bhatti, Nadeem & Ramzan, 2012).