Evaluating Leadership Qualities - 10 Things Effective Leaders Do to Motivate Employees

You have a manager who thinks she (or he) is a great leader. In fact this manager has been pressuring you for a higher performance rating in the area of "leadership qualities." So far, you have resisted. This manager does a good job of coordinating, controlling, and directing assignments. But she (or he) falls really short when it comes to motivating, developing, and encouraging employees.

Bottom line, this manager is great at getting the job done; but is not so great at creating a positive work environment, demonstrating concern for employees' personal interests, or highlighting positive achievements. Beyond your "feelings," about leadership, what specific "leadership qualities" could you use to evaluate and discuss performance with this manager? Here are 10:

Motivate

1. Reinforcing contributions and achievements; giving timely, positive, and specific feedback

2. Uncovering employees' interests; encouraging them to develop and pursue personal and professional goals

3. Developing employees; providing opportunities for acquiring or enhancing desirable knowledge, skills, and abilities

4. Encouraging two-way communication; seeking input from employees and acting on that input

5. Acting as a positive role model; talking positively to peers, talking positively about the organization, and talking positively about customers

6. Displaying emotional intelligence; ensuring that physical reactions, body language, and personal statements promote constructive dialogue among subordinates, peers, and superiors

7. Facilitating positive interactions among employees; encouraging a pleasant atmosphere and reducing conflicts

8. Delegating authority effectively; giving employees autonomy while simultaneously establishing check points to monitor performance

9. Maximizing employee performance; matching employee tasks with capabilities, and giving emotional support that matches employee needs

10. Coaching employees; providing advice about individual performance, goal achievement, and career development

Effective Leaders Care About Work AND About Employees

Your goal in talking to this manager is to emphasize the value of keeping employees feeling committed to doing a great job. Focusing on tasks is important, but "employees" accomplish tasks. So effective leaders pay attention to the needs and concerns of employees. They engage them, involve them, and communicate with them. Tell this to your manager (who professes to be an effective leader) the next time you have a disagreement about leadership qualities. And remember to explain HOW these qualities impact employees: they keep employees doing a great job.

Evaluating Leadership Qualities - 10 Things Effective Leaders Do to Motivate Employees

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Evaluating Leadership Efforts Using Leadership Scorecard

Businesses are increasingly held responsible for expenditures, and the HR department must also give very good reasons supporting their programs and provide results. Leadership scorecards will aid HR in assessing and putting dollar figures on the benefits of leadership development programs (leadership training classes, professional coaching, mentoring, developmental job assignments, and feedback programs).

How can you evaluate the leadership efforts of managers and supervisors? Before setting up the scorecard, you need to categorize the leadership attempts from small to large scale:

Motivating

* Convincing leaders to do something new;

* Influencing peers to act or think differently;

* Selling news idea to your superior;

* Getting the HR department to modify small but important processes;

* Convincing the HR department to accept larger scale changes;

* Influencing the entire organization to change direction; and

* Convincing the organization to implement this major change.

You can also think of other categories. Monitor how often in each week the managers and supervisors show leadership at each level. The above list will encourage you to start small. If they have successfully shown leadership many times at the first levels, then you might be certain enough to elevate your game to much higher levels.

Specifically, you can also answer the following questions to evaluate managers and supervisors: Are the leaders promoted from within really demonstrating leadership competence, or were they chosen because they were the only ones "left standing"? Do they exhibit maturity and reliability? Are they capable of establishing healthy working relationships with other people? Do they learn when receiving supervision? Are they passionate about their jobs? Have their inferiors developed extra skills? Are there "results" from the processes they manage or supervise? Can they delegate effectively? Do they possess the skills in motivating their staff? Do they exhibit can-do, positive attitudes?

In addition, do the managers and supervisors take on complicated tasks? Is there regular individual supervision? Do they hang out with their subordinates outside the office hours? Do they get what they need from such departments as finance, HR, communication, and facilities? Do they recognize the dedication, hard work, and good work of their subordinates? Do they make written "goals" to pursue? Are their work aligned with organizational goals?

Why should you bother in evaluating the leadership of managers and supervisors? The major motivation for it is that their confidence could be boosted and it might cheer them up to demonstrate even more leadership. They probably show their leadership competence in many ways daily without even noticing it. They can easily fail to notice the seemingly little things they perform each day, not aware that they have affected people around them. They may discount things that seem easy or obvious for them. Often, many leaders do not consider such things as major concerns; however, they might be very difficult and new for others. Therefore, if you do not use the scorecard, then the managers and supervisors may think they are not actually showing anything at all; when in fact, they are showing leadership competence.

There is an old adage: What gets quantified, gets done. This also applies to leadership. A leadership scorecard measures leadership potentials and can provide justification to your leadership development programs.

Evaluating Leadership Efforts Using Leadership Scorecard

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Leadership in Organization

Effective managers are not necessarily true leaders. Many administrators, supervisors, and even top executives execute their responsibilities successfully without being great leaders. But these positions afford opportunity for leadership. The ability to lead effectively, then, will set the excellent managers apart from the average ones.

Where as management must deal with the ongoing, day-to-day complexities of organizations, true leadership includes effectively orchestrating important change. While managing requires planning and budgeting routines, leading includes setting the direction (creating a vision) for the firm Management requires structuring the organization, staffing it with capable people, and monitoring activities; leadership goes beyond these functions by inspiring people to attain the vision. Great leaders keep people focused on moving the organization toward its ideal future, motivating them to over come whatever obstacles lie in the way.

Motivating

Organizations succeed or fail not only because of how well they are led but also because of how well followers follow. Just as managers are not necessarily good leaders, people are not always good followers. The most effective followers are capable of independent thinking and at the same time are actively committed to organizational goals. As a manager, you will be asked to play the roles of both leader and follower. As you lead the people who report to you, you will report to your boss. You will be a member of some teams and committees, and you may chair others. Effective followers are
distinguished from ineffective ones by their enthusiasm and commitment to the organization and to a person or purpose other than themselves or their own interests. They master skills that are useful to their organizations, and they hold to performance standards that are higher than required. To be a good leader you must become a good follower first.

Leadership in Organization

The article was written by Patricia Coleman, a full-time employee of MillenniumEssays.com. Patricia specializes at custom written essays, and supervises projects in research paper [http://www.millenniumessays.com/research_paper.php] development.

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