The need for leaders

AuthorUniversity Professor, PhD. Catalina Bonciu Faculty of Administration and Business University of Bucharest

The reality is different. Although they are trained and some of them have skills too, not all of them get the qualification as successful manager. But it is not because of them. Their failures are also due to the human factor, with which they surround themselves, or to the institutional, juridical and macro-economical systems.

A manager is not a leader and a leader is not a manager. Our economy also needs leaders.

In the last couple of years each enterpriser has believed that he was also a manager. A part of the enterprisers also think that they are leaders. Maybe it is so, but the economic reality rather presents behaviours with a tendency towards alignment.

The leaders are those managers who:

- succeed to determine people to act according to the spirit inspired by them;

- manage to direct them according to the stated beliefs;

- they inspire trust and they are self-confident;

- they use their experience in order not to let errors prevent them from achieving the objective;

- they make the others to value themselves, to feel strong , to demonstrate competitive skills, to accept challenges of a complex and interesting work The specialists' opinions regarding the definition of the leader gravitates around four aspects:

- attention management is relevant through its capacity to: o attract the others by creating a vision;

o communicate this vision; o make the others, through personal example, try to realize together that vision;

- signification management or the ability to transmit clearly his objectives so that everyone understands and there aren't left doubtful aspects;

- trust management based on the ability to be trusted and to inspire confidence;

- self management, meaning a self-knowledge and self-understanding in order to allow the actions in its own capacity limits

The theory decides a person's managerial qualities, pointing out that there is no need that their existence to assure success in the act of leadership. Instead, leaders also have native and accustomed qualities which surely drive them to the top.

Very often is accepted the idea that managers are formed in schools but also in practice; but this is not enough. There are still few those who accept the reality that a renowned manager is the one who is born for such a job. In other words, the native qualities represent the cornerstone for finalizing the achieved abilities.

Alongside with the professional ability, in the first place, or with the general knowledge and qualities, the aptitudes, the talent, the experience or even the gender, in the second place there is also associated the ability to lead, which is significantly more important in estimating the essential abilities of an efficient manager. The latter are materialized in a ten abilities set:

  1. The ability to establish a clear action direction;

  2. The ability to realize an open and intense communication system...

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