Dear Dr Hein

Yes you are right, what she/he can do and can notdo. In addition:

respect employees and show her/his caring, collaboration, trust, and attentiveness and display dependability and character under even the most challenging challenges and being able to communicate with her/his team.

Dear Dr Hein

Yes you are right, what she/he can do and can notdo. In addition:

respect employees and show her/his caring, collaboration, trust, and attentiveness and display dependability and character under even the most challenging challenges and being able to communicate with her/his team.

I do not agree with the above statement

Because the leader must possess the skills which make him or her able to perform all tasks, And to be successful, He or she must have a clear vision about his or her institution and work to develop a mission and goals for that vision and summarize all the financial, information and human resources to achieve these goals

Trust in my view is the most important key characteristic of any leader. When that trust is established it will be the building blocks of other factors that enhance the relationship between the leader and those that are being led. Trust is the essential x Factor where all things can come together and without which all things can also fall apart.

Parisa Ziarati

Dear Colleague, dear Parisa, I am much enjoyed in your answer and your advice, I have no training in such question, but also some - partly distressful - own experience in both roles, as leader and as subordinate, I observe some similar things in personal relationships.

Kind regards, Hein

Salam Jassim Hmood

Dear Colleague, dea Salam, Certainly you are right with your valuable remarks, regarding information on what skills a manager should have. And and you can put these demands in your letter of application when it comes to such a manager position and you can claim that you have them. Large corporations run their applicants for responsible positions through proven assessment centres, which takes a few days, but then the HR manager knows what skills each applicant is equipped with. At really high positions it is rare that someone is unknown, on the contrary they are usually very well-known personalities, internationally seen.

These well-known personalities rarely bring along those wonderful qualities that describe textbooks and that are really good ideals. These well-known people usually have only one important characteristic with which they are successful, a characteristic that is currently needed in the group. But in almost all other qualities of good personal management they are ice-cold to their subordinates. However, such people are always at risk of losing their jobs, no matter how lovingly they take care of their employees. .

I live close to the VW group centre (Wolfsburg), and the public normally is soon well informed who immediately - sometimes within 2-3 hours his desk (and all liabilities to the company) has to give up - such a person of highest position, will of course continue to be paid outstandingly - but the man must not no longer enter the company. And usually the dismissal has nothing to do with a failure of those ideals, which one can list all for a good manager.

So things have several aspects. I don't understand why you valueble description should be very seperated from my view. I assume we have more common than different opinions about the topik

Best, Hein

Joape Kuruyawa

Dear Collague, dear Joape, indeed I think also, that trust is a basic condition for good climate and good working together if co-working is normal or neeeded within a project. The hierarchies of a company are sometimes determined by social trust but by functional factors like adaption, subordination and, last not least, competitive behaviour. But the social atmosphere can be different, at all, and to begin with question wether trust is a respectvolly used qualitiy, is really important, also in my own view. Best, Hein

Dear friends, I think that moral principles must judged his behavior. Therefore it will no be surprising if you hear about manager quit and no more continue in his job or missions as soon as he is being sure that heads or chives will not support him. Honesty, challenge and asking those who have long experience for advises.

Now-a-days emotional intelligence is highly required beside a set of ethical values, competencies, and for sure knowing people. The quote presented is simply one dimension beside many others... not forgetting the cultural values needed to manage local, international or a mix of personnel.

As we speak here, in this forum, many countries are reviewing their ancestral practices in combination of wisdom and spirituality reaching to a point to define the contemporary manager and leader based on values not practiced in the western world. Read for Prof. Sharma.

Article Contemporary Perspectives on Spirituality and Mental Health

Article A HINDU PERSPECTIVE ON SPIRITUALITY AND MANAGEMENT

It happens that the human side of management is ignored by many beside delegation skills and other competencies known...

How would you describe the most important aspects of a manager to be successful in his personnel leadership and decisions?

The important aspects include:

The most important aspects of a manager to be successful in his personnel leadership and decisions are:

1. Experience, knowledge, and communication

2. Time management, reliability, and respect for other employees.

Positive attitude, empathy, and decisiveness, in my opinion, are the key aspects of a manager to be successful in his personnel leadership and decisions makings.

Creating an environment for the appreciation of excellence, honesty, integrity and fair treatment.

Agree with Joape Kuruyawa .

Dear all, there was a great Emphasis on the importance of trust in most answers, undoubtly it is one of the most important variables. But you know also in the situation of competition of career-interested co-workers and subordinates in a company such trust is put to a hard test.

In my opinion and through my personal experience on team leader position, the most important aspects of successful leader are:

1) Integrity and dignity

2) Establishment of trust among followers, and between leader and followers

3) Establishment and fostering the culture of openness to new ideas and opinions

4) Establishment of clear roles among followers (activities, task, objectives, responsibilities)

5) Establishment of regular team meetings and communication channels

believe that the main aspect that a manager must take into account in order to be successful in his personal leadership is part of the recognition that, faced with an organizational purpose, it is necessary to change the perceptions of the people. This perspective assumes that the characteristics of the leader and his personality are not the basis of effective leadership; At the center of this assumption is its ability to change the paradigms of the people who work with it.

Emotion intelligence. when taking decision as a leader it should not be based on current emotions. it should be based on situation, not only that situation. therefore, think of similar situation which might occur in other aspect. and when analyzing the situation, the solutions might come to mind. as a leader/manager you also a psychologist/social work, you dealing with people. however, do not be an emotional person during work.

Hein Retter

thanks for your sharing I use the metaphor KVA

as unit to measure how powerful the leadership « device «  is

K as capability to develop and supply knewlodge

V as share vision this Vision will lead the team

A devellop autonomous people

NB kva is an electric unit of power

Dear Colleagues, I should like to answer the last four followers of my question. I am very thankful for your comments, and I have much learnt by them. Because I have been not a aersonnel manager or personnel consultant in my active life as academic teacher, but leader of an institute. Your comments show also a great congruity in the main points. And I hope that the given answers in our discussion are also useful for your own experience. Many thanks!

HEIN RETTER

The manager as a leader should be interested in those he is leading to be able to influence them towards achieving goals. He should be able to get them involved through good two way communication. He should take timely decisions with the aid of all necessary information. In this way he will be successful because he will have good successors who will continue from where he will stop.

Strategic vision. The most effective innovative leaders have the ability to describe their vision for the future, turn them into business ideas and monetize them.

Proactive A leader must establish ways of acting, values, sense of purpose and references for the future to give action guides to his collaborators. This allows them to have autonomy in carrying out tasks, promoting change and innovation. It is important that leaders support new ideas and promote change by aligning it with the company's objectives.

Foster the mutual trust. Innovation often involves risks, because not all innovative ideas are successful. Innovative leaders initiate warm collaborative relationships with their team and make sure their colleagues know that they will support them if something goes wrong or if they make an accidental mistake.

Inspiration. Innovation can not exist without inspiration, which arises from finding a sense of purpose and meaning in the work that is done.

Creative and curious. Innovative people are creative, curious and above all have professional talent. Therefore, a leader must promote continuous development in the work environment and generate good professional skills to ensure that this environment of self-development exists.

To be a team leader. Collaboration is the engine of innovative culture. Good leaders seek cohesion and establish rules for the team to work together, share and have mutual help within the company. It may happen that these environments are not face-to-face, but networked. New leaders must connect their teams with ideas or external environments, seek to be open to the professional environment and get ideas or resources in communities that can promote innovation.

Manager of emotions. A comfortable environment is the most favorable for innovation. A leader must be able to manage the emotions of the members of his team and create the close, transparent and free emotional environment that innovation demands. The leader must have emotional intelligence to be in line with the motives and purpose of the collaborators and to reinforce the commitment of people with their objectives.

Customer and market focus. For these leaders, it is fascinating to know what the client is interested in, so they try to get in their minds and ask a lot of questions about their wishes and needs.

Loyalty to the organization and the client. The most important thing is not to satisfy the bosses or the top executives, but to do the right thing to protect the company and its consumers.

Persuasion. These people are highly effective when they want to convince others to accept their ideas. This is not achieved by forcing their beliefs but by presenting them with enthusiasm and conviction, so that the team follows them without quibbling.

Open communication. Innovative leaders are described as people who provide honest feedback, which can sometimes be abrupt. Your subordinates feel that they can always rely on getting direct answers from their bosses.

Bidirectional feedback. An innovative leader believes that the best ideas come from below, so they create a culture that takes ideas from the first level of the organization and are always receptive, replacing severity with jokes, laughter, optimism and energy.

Pedro Maria Martinez Villar

Edwinah Amah

Dear Colleagues, thank you for your comments. I can support your advice and I imagine that your answers- in particular the very detailled answer of Pedro Maria, gives other readers confidence in their role as a model for others.

Best, Hein Retter

Amongst all these lovely truisms, nobody has said that a much better actual answer to the given situation is "ask for help in solving the problem". It may be that "chooses the right people for it." is the ultimate answer, but more likely the knowledge of what the manager can't do is unlikely to be all that clear, but 'the problem' sure will be! Asking for help and listening is what leaders do, and the q is about managers. I am used to them being the same thing, but of course to many, they are not...

Vince Sunter

Dear Vince, thank you very much for your comment. This is indeed an important aspect that has remained very much in the background in our discussion. As an explanation of my question, I had emphasized the importance of managers' self-awareness of everything they cannot do - and as a former director of an institute, I have often found myself in the situation of creating open situations with those employees with whom there was a problem and asking for solutions. I know the practice of advanced training for managers, where conflict management is practiced in seminars, which are usually quite expensive. That is another dimension of the problem. But the actual scene for problem solutions and assistance is of course the workplace and the entire team.

To work as a team, listen to the different opinions and have temperance, patience and, above all, have reliable people who can advise

@Catia Cillóniz

Dear Catia, I am very happy to agree with your answer. But despite the importance of teamwork, it seems even more important to me that everyone knows who leads the group. Teamwork and leadership belong together. A group needs a clear awareness of who has ultimate responsibility for decisions made. Women may be better at balancing leadership and cooperation than men, but I am not an expert in this field of research.

Best, Hein

Usually when the act of management is skewed to a large extent towards getting things done through right people at the somewhat expense of having some amount of concern for the people helping to attain the required results by way of imbibing policies that seeks the employee or followers interest, with time the followers or employees become detached from their leaders and work suffers. Please refer Blake and Mouton Managerial Grid.

So right leadership should not be only limited to getting right people to do things that the manager cannot do by themselves but also leadership should be concerned with the interest and well-being of the people who are helping to get things done.

They can by the following

1 They empower their staff

2 They care about their employees

3 They’re good at communicating

4 They’re honest

5 They encourage teamwork

6 They give recognition

7 They understand their employees

8 Successful managers are calmer and more composed

9 Controlling and understand of custimer needs

Now-a-day one fundamental competence for all middle managers and up [at lease] is good training on Emotional intelligence where a manager is self aware, aware of his surroundings, emotionally mature, having enough empathy and have social awareness as well. So, training needed so that a manager is always conscientious about other humans around him/her.

Also, Hein, " Women may be better at balancing leadership and cooperation than men", a statement I agree to and is supported by research.

Hi

Check out this article. Nice read and facts talk by themselves.

Hussin Jose Hejase

Dear Hussin, thank you for your notes. Yes, the gender factor is important.

Thanks, Hein

David Boohene

Dear David, it is helpful, that you mentions the Managerial Grid from Robert Blake and Jane Mouton with its three dimensions: .Concern for People (degree to which a leader considers team members' needs), interests and areas of personal development when deciding how best to accomplish a task. Butmany properties that are important fall through the grid. I wouldn't feel bound to it in every case. But it is important to know many methods of personnel selection and management. I remember that many decades ago, the "life forms" of Eduard Spranger were still an important instrument for us in the post-war period. But these are all just tools, in the end it always depends on the factors that become immediately effective.

Best, Hein

Salam Jassim Hmood Dear Salam, thank you for your list, these are certainly important aspects to consider. I know from practice that it is often the other way round: you find the right employee, and then you look at the list and make a profile of the entire range of individual points that the employee fulfils or does not fulfil.

KInd regards, Hein