The Skills That An Individual Must Possess To Be A Leader

The skills that an individual must possess to be a leader

Introduction

Everyone talks about leadership and team management, but it is not easy to get an idea of what is really behind these terms: mysterious, charismatic and inexplicable, however, more and more wanted by companies. The objective is to mobilize the personal strengths of team members to maintain association relationships and point operational skills for the effective functioning of an effective team.

Many projects require a transverse and collaborative approach to achieve the best results. Teamwork is widespread in companies, but sometimes it is difficult to form a team of multidisciplinary experts. Creating an effective team also requires real leadership skills, but few profiles have this experience.

Before defining the structure of the equipment, it is necessary to ensure that each team member is sufficiently qualified to carry out the tasks assigned to it, then the objectives must be clearly determined.

If it is always possible to work alone, one slowly slows down the limitations. It is naturally impossible to know everything, knowing everything, and time is not extensible. In addition, the work that a single person can do, even if it can be consistent, is still limited.

A team is a group of professionals, gathered to work together in a common project. But it is not enough to gather some people to form an effective team. Group members must share ideas and values that Unan them.

It is this link that will motivate them and take them to cooperate to successfully carry out the project that will be entrusted to them.

Developing

Leadership team is a model that motivates people in a work team towards a common goal, preserving the best interests of the organization. This leadership is manifested by the presence of a group in an organization composed of members who are interdependent. This leadership style is evident in project management. Team members share common objectives and must coordinate their activities to achieve these objectives.

A team leader builds his team (team training), develops the trust and work of the team, increases the capacity of the team, increases the identity of the team and exploits (positively) the differences between the members of the group as it doesa leader, orchestra, and tries to predict and influence change. In addition to the team leader, the analysis is based on team leadership with an understanding of the composition of a heart within the team (Morales, 2018).

Difference between the individual leader and the team leader

In the 1970s, Meredith Belbin conducted a team study focused on the factors that separate the successful teams from those who failed in a business game in Henley College. He realized that the composition of the team was important and that individual differences in style, role and contribution did not emphasize personal weaknesses, but were a source of potential strengths for the team. Balanced teams with individuals who participate in behaviors with a complementary role work better than unbalanced teams.

Nine different roles were identified in the study. Most people adopt a combination of two or three roles while avoiding other roles in which they feel uncomfortable. There is no ideal member of the team, that is, someone who is able to have the nine roles. When an individual has clear, useful and valued attributes, he is recruited in the team based on the strengths he contributes. These people also have weaknesses that belong to the same group of group characteristics as the force itself. These potential gaps are the price to be paid by a particular force;It is a ‘qualification weakness’.

From this work, Meredith Belbin established the distinction between the leader ‘alone’ and the ‘team leader’. He suggested that solo leaders rarely admit their weaknesses, whether eligible or not. They act as if they had no weakness. Meredith Belbin is based on a definition given by Charles Handy to illustrate his hypothesis of solo leadership: ‘A leader form and share a vision that gives the point of focus on others’.

The solo leader is a person who leads a team. You are always ready to assume any role with referential responsibility. In the workplace, this type of behavior has great advantages when overcoming internal obstacles and making decisions, especially those of an urgent nature. Many organizations rewarded individual leadership behavior by promoting individuals in leadership positions when they responded to urgent needs and organizational objectives.

But the growing complexity and discontinuous nature of modern work, however, pose more problems for solo leadership. Team leadership seems more appropriate. Although this role is not natural, it is insisted that you can learn by understanding the nature of leadership and the required qualities. In an accelerated and uncertain work environment, nobody has all the responses of the management to take. A team leadership style based on the development of the strengths and weaknesses of the team (Vera & Aguilar, 2014).

Create successful equipment

Creating effective teams is a challenge for many companies. To succeed in forming a good team, take into account the following:

• Have clear objectives

Without a well -defined objective or clear guidelines, it is impossible to form a team that can do the job correctly. It is necessary to raise where to go and why. The team that is built must feel that there is some flexibility to decide the best way to achieve its goal.

• Have appropriate resources

The next step is to ensure to have the tools and resources to get there. The organization must be ready to support the equipment to achieve the defined objectives, and the team must have access to all the necessary assistance.

• Define the different roles.

Once the team is formed, the roles change little. Each person has their own skills and their own style, so they are assigned specific tasks. The roles must be controlled and the best people to do each project.

• Demonstrate strong leadership

To lead and form a strong team, it is essential to establish leadership with each team member. Leaders build relationships based on trust and loyalty, not under pressure and threats. Remember that there are no incorrect ideas and that each person can make a valuable contribution. Encourage team members to share information and act in harmony. Together, you can find creative solutions for each of their challenges.

• Looking for consensus

It can take a consensus for a long time, but it is a way to achieve greater productivity in the group, because the agreement of all team members is guaranteed. It is important that the rules of the game be clearly defined to guarantee efficiency and guarantee the participation of your team. For example, all team members must reach meetings on time, everyone must present ideas and suggestions during meetings, etc. (López, 2013).

• Feeding the exchange of ideas

Foster listening and exchange of ideas between team members. This is how creativity is promoted and avoid making erroneous decisions due to the fear of disagreeing with others.

• Respect your commitments.

The group leader, when proposed to carry out some activity, must ensure to be able to do it first. If team members see the group leader as a trusted person, they end with the same positive attitude.

• Share comments and success recognition

An effective team must be aware of their priorities and obtain adequate feedback on whether they are meeting its objectives. At the same time, team members must share responsibility for success and obtain rewards. Finding the ideal combination of people, experience and knowledge to manage teams well is essential to stand out in a often changing and highly competitive environment.

Leader’s skills

Skills distinguish teams from the general skills of teams with more specific skills. Depending on the size of the equipment, both may be related to each other (Vizcarra, 2017).

• Clear Communication: It is necessary that the communication be effective with the different members of your team and we must clearly define the role that all will play in the project. Also explain the relationship between the project and the objectives of the company.
• Enthusiasm: If you lack enthusiasm, the team will lack motivation. This is especially true when your team’s confidence has won.
• Autonomy: Team members, individually and collectively, must be able to make decisions, taking into account certain parameters.
• Moral force: this quality must be demonstrated, both rare and valuable, and encouraging others to develop it.
• EVALUATION: It is essential that you have indicators to measure equipment performance.

conclusion

Leadership refers to this ability to take the initiative. By his natural authority, although he knows how to inspire confidence, the leader is easily imposed on the group. His role is to ensure the interests of his team, he takes most initiatives: it is he who has command. With a personal influence and a great power of persuasion, he also knows how to motivate the members of his team to perform their tasks.

The leader must also be attentive, because to make the most of his team, he must know the needs of his employees, the difficulties they can find, their skills and abilities, or their values. The success of the company depends on leadership, or more precisely on the leader’s ability to motivate employees and give them the means to achieve maximum performance. Its function is to instill values, develop the self-confidence of team members so that they can deal with changes and risks, establish objectives, all with natural or acquired skills.

The presence of a successful leader is required from the moment it is about motivating the members of a team to work towards a common goal. self-reflection is the condition for effective roles management. Regular feedback from a professional coach can be useful, as well as your supervisor, a collaborator or even a friend or relative. The ideal is to receive from different people a personal feedback about their leadership role. Request feedback, because differentiated self-perception is the condition for effective behavior as a leader.

Bibliography

• López, J. (2013). The leader at the interior of work groups, development factor for teamwork (Nueva Granada Military University). Retrieved from https: // repository.Unimilitar.Edu.CO/BITSTREAM/HANDLE/10654/12727/THE L%CDDER within the work groups, development factor for teamwork.PDF; JSESIONID = AC7C63C1532579A6B6FA6DC429027CA0?sequence = 1
• Morales, c. (2018). Effective communication and their teamwork effect of the collaborators of the Iron Mountain Peru S.A., Trujillo Headquarters, 2018 (César Vallejo University). Retrieved from http: // repository.UCV.Edu.PE/Bitstream/Handle/UCV/33654/Castro_my.PDF?sequence = 1 & isalowed = y
• Vera, c., & Aguilar, S. (2014). Leadership and teamwork that allows quality service in the administrative area of the “Jaime Roldós Aguilera” hospital, from the window canton. (Technical University of Babahoyo). Retrieved from http: // dspace.UTB.Edu.EC/Bitstream/49000/2144/1/Santa Thesis 2014.PDF
• Vizcarra, a. (2017). Leadership and teamwork in collaborators of the company TContakto Sac. Lime. 2016 (César Vallejo University). Retrieved from http: // repository.UCV.Edu.PE/Bitstream/Handle/UCV/22040/Vizcarra_qam.PDF?sequence = 1 & isalowed = y