What are the qualities of an effective manager?
We start from the premise that the one who occupies a top management position is a successful manager, if the promotion to management positions would be due to special results, organizational skills, problem solving and other task-oriented managerial attributes. But even the best positioned manager can fail in his activity for various reasons. Even the most brilliant and sophisticated locomotive can derail if the measurements are not done well.
In order to identify the qualities and defects of a manager Center for Creative Leadership of North Carolina conducted a study starting in 1983 on a sample of male and female managers from North America and Europe with the aim of identifying those attributes necessary for a long career in management. This study also highlighted the attributes of managers who failed in their careers, but also the ways to effectively manage mistakes in management. Here, in brief, are the conclusions of this study:
A successful manager is:
- a good listener,
- available to others,
- open to collaboration,
- with the ability to share responsibility,
- do not abuse authority,
- team oriented,
- supportive of others' ideas,
- honest, trustworthy, sincere, ethical.
The manger who "derailed" in his career was characterized as:
- insensitive to others,
- too competitive with team members, way too ambitious,
- isolated from the team,
- dictatorial,
- too critical
- with expectations beyond the team's capacity,
- easily annoyed,
- arrogant,
- explosive in reactions,
- manipulative,
- distant.
These characteristics are aimed at relational skills. Specialists advise us to develop our empathy in our relationship with others. We know that management means managing resources, and human resources are difficult to manage due to their unpredictable (human) character. Empathy implies sensitivity to the needs of others. A manager who knows his team members and their needs finds the motivation "buttons" more easily. Another tip is to improve your listening skills. We are advised to listen, not to hear. To hear means only to take cognizance without any other result. The difference is that in listening we want to understand and react to what the interlocutor tells us. Collaboration on the part of the manager is important. His ability to share the information he knows is important to the team. So we have to learn to be transparent in the decision-making process so that the team understands their rationale.
Specialists guide us to learn from our own mistakes. Of course, first of all, we must be able to recognize our own mistakes. A successful manager makes mistakes, but manages to recognize what the mistakes were and learn from them. Rigidity is sometimes confused with strong determination. This character trait is seen as strong will. The most eloquent example is that of the strong child trying to insert geometric shapes into a cube. The child does not realize that all shapes can be inserted into the cube very easily by finding the right place for each one. But the child is very determined to introduce the shapes and destroys the cube in his attempt. A wise manager can build a team and develop it using the right tools. Likewise, a strong manager can destroy a team just because he doesn't understand it.
We start from the premise that the one who occupies a top management position is a successful manager, if the promotion to management positions would be due to special results, organizational skills, problem solving and other task-oriented managerial attributes. But even the best positioned manager can fail in his activity for various reasons. Even the most brilliant and sophisticated locomotive can derail if the measurements are not done well.
In order to identify the qualities and defects of a manager Center for Creative Leadership of North Carolina conducted a study starting in 1983 on a sample of male and female managers from North America and Europe with the aim of identifying those attributes necessary for a long career in management. This study also highlighted the attributes of managers who failed in their careers, but also the ways to effectively manage mistakes in management. Here, in brief, are the conclusions of this study:
A successful manager is:
- a good listener,
- available to others,
- open to collaboration,
- with the ability to share responsibility,
- do not abuse authority,
- team oriented,
- supportive of others' ideas,
- honest, trustworthy, sincere, ethical.
The manger who "derailed" in his career was characterized as:
- insensitive to others,
- too competitive with team members, way too ambitious,
- isolated from the team,
- dictatorial,
- too critical
- with expectations beyond the team's capacity,
- easily annoyed,
- arrogant,
- explosive in reactions,
- manipulative,
- distant.
These characteristics are aimed at relational skills. Specialists advise us to develop our empathy in our relationship with others. We know that management means managing resources, and human resources are difficult to manage due to their unpredictable (human) character. Empathy implies sensitivity to the needs of others. A manager who knows his team members and their needs finds the motivation "buttons" more easily. Another tip is to improve your listening skills. We are advised to listen, not to hear. To hear means only to take cognizance without any other result. The difference is that in listening we want to understand and react to what the interlocutor tells us. Collaboration on the part of the manager is important. His ability to share the information he knows is important to the team. So we have to learn to be transparent in the decision-making process so that the team understands their rationale.
Specialists guide us to learn from our own mistakes. Of course, first of all, we must be able to recognize our own mistakes. A successful manager makes mistakes, but manages to recognize what the mistakes were and learn from them. Rigidity is sometimes confused with strong determination. This character trait is seen as strong will. The most eloquent example is that of the strong child trying to insert geometric shapes into a cube. The child does not realize that all shapes can be inserted into the cube very easily by finding the right place for each one. But the child is very determined to introduce the shapes and destroys the cube in his attempt. A wise manager can build a team and develop it using the right tools. Likewise, a strong manager can destroy a team just because he doesn't understand it.
