Leadership is the constant theme on the table. Some say it is supposedly a set of skills which are innate; others say they can be learned and developed. Some authors dwell on autocratic leadership while others disseminate the wonders of a democratic leadership, as employees feel more involved with the decision making process, which leads to motivation and, by extent, to high performance standards.
More recently, a new theory appeared: the situational leadership, which obviously means that the leader should adapt his posture to the situation in hands. It seems that this one is the most effective and, therefore, the most difficult to achieve in practice. However, this model was further enhanced: it focuses on the people and the leader's behaviour will depend on two main factors: sills and motivation of the employees. As they make a progress through learning and engaging with the organisation, the leader tens to delegate more easily...or so it should be. A good leader prepares the future, rather than being afraid that someone else might "steal" his/her place.
All this boring literature-inspired introduction to say that I, personally, never managed anyone. I did train a few on-boarding people on my team and directed them in what they should do until they got the hang of it. But, thus far, I can't say I had people under my responsibility.
I have been managed all my working years, though. This is why I am aware of the skills a manager should have and the atitudes they should show, because those are the ones I would like to have directed at me. Skills and behaviours are highly linked - people who are comfortable with communicating with others will more easily create and maintain an open channel of communication with their teams and this is really important. Employees should feel at ease to talk with their managers, not only because it simplifies everyday's work, but also promotes problem fixing before it becomes almost incorrigible.
Another key-feature is feedback. Whether it is good or bad, it should be constant. People need to know for sure if what they are doing is correct and need to feel that their wok doesn't go unnoticed. Recognition is a vey relevant element of motivation and should be made in public. Now, attention, please! If it is a negative remark, it should be made as soon as possible and in private. Shaming someone, apart from morally questionable, is very likely going to make a negative impact on the person and affect his work, relationship with the manager, with their peers and, ultimately, with the organisation itself. Feedback should also be formally given to all employees on the annual review of their performance and the next years' goals should be clearly transmitted and the means to achieve it discussed.
Which brings me to the development of employees. An attentive manager will soon realise their team's potential. He/she can give them opportunities to develop some skills that enable them to perform other tasks and keep them feeling challenged.
This is valid across the organisation for all areas. And these impacts can me measured to show how important they really are. Two competing companies may have in their structure the same job positions and tasks but what cannot be replaced is the personal value each employee will bring to the organisation if correctly stimulated.
