A MANAGER WITH STRONG LEADERSHIP
To have strong leadership, a manager should display the following attributes.
1 The Capability to Do their Job
It may be possible for an incapable manager, with a strong personality, to be a convincing leader. Managers exist for the purpose of achieving the targets of the organization, however, and this makes it easier for a capable manager to exercise leadership than an incapable one.
Although managers in general are usually familiar with the details of most operations, recently, where everything is changing at an increasingly rapid pace and new jobs are created overnight, this is no longer always the case. It is not uncommon for junior staff to know more than their managers these days. The most obvious case in point would be that over the use of computers. While computers have become more and more indispensable for the collection and dissemination of information, managers must choose whether or not to learn to use them or simply rely on the assistance of their staff. It is important that managers acquire new skills even if they are much slower than their immediate staff or have absolutely no flair for technology. Once they have mastered the new skill, they may then truly understand the work of their staff and provide more appropriate instructions. Even if they don't understand the full details, if they can grasp even the essence of the work, they cannot fail to gain credibility for doing so. In fact, managers who take on new challenges and make an effort to develop themselves are able to have more influence on the guidance and growth of their staff.
2 The Ability to Introduce Reform
It is not uncommon for managers, after years of doing things in a particular way, to grow accustomed to and convince themselves of their own approach. Times have changed, however, with the advent of information technology and computerization, and if the way to do business fails to change correspondingly, it may perhaps become obsolete. Managers who confine themselves to old ways of thinking and long tried methods, and resist the need for change, will find it increasingly difficult to win the support and trust of their younger reform-minded staff.
Although creativity and new ideas are essential for work reform, it is not compulsory for managers to be strong in these attributes. It is always possible for them to tap the collective knowledge and creativity of their immediate staff. What managers must have, however, is the determination to implement reform.
The more novel the idea, the higher the risk of its failure. This is the concern of everyone, including the managers and colleagues. Despite this risk, however, unless they attempt to implement new ideas (created by a joint effort with staff), reform and changes will never take place. If a member of staff makes a proposal for change and the manager loses this opportunity through indecisiveness, or gives up at the slightest difficulty, they will destroy the morale of their staff and face difficulty exercising leadership later. Managers today will fail to command the respect and trust of their staff unless they face these new challenges and implement the necessary changes.