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MANAGEMENT
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KEY FOUNDATIONAL LEADERSHIP CONCEPTS: A BRIEF INSIGHT INTO EFFICIENT
MANAGEMENT
In the corporate world, the operational efficiency highly depends on managers, CEOs,
and those holding any other high level managerial positions. Considering the large
now need implementation of new systems, as employees in today’s world are not satisfied with
just timely pay. They also equally demand sufficient work satisfaction, thus imparting substantial
weight to this factor. This paper discusses the application of foundational leadership to achieve a
strong company profile. Key highlights include various actionable insights for corporate
Methodology
Every organization needs a base or a foundation to expand, and often times, a weak base
may lead to a downfall for businesses (Ross, 2006). New CEOs are particularly hired to change
the ways that might be followed by old business. In this way, the CEOs could improve their
understanding of a necessity of building the system in an appropriate manner. This thought leads
to the question – if creating a strong base could be enough to usher in growth for an organization,
where do practical work-based activities stand in this context? The answer to this question
comprises the ways by which a director or a CEO can transform basic building blocks and
streamline the order of work. Genuine leadership is mainly characterized by a single nature, i.e.
being supportive. Leaders can witness growth only by being supportive to their subordinates
(Walters, 11). Thus, the application of foundational leadership theories in a practical way in an
MANAGEMENT
The primary method applied to discuss this paper involves considering the example of a
new CEO who has recently been hired to take charge of a medium-sized organization. With its
work keeping the company stable but without any particular noticeable growth curve, the
company stands a chance of becoming obsolete. This is mainly due to the fact that in order to
stay ahead in the competition, it is necessary that a company should compete with its own
progress in addition to other businesses. This is where leadership skills based on building a
Discussion
From a historical perspective, skill building has always proven to be crucial for
developing a keen sense of leadership. Studies have shown an increase in leadership capabilities,
with experts in skill development teaching the relevant knowledge to an audience (Sugiyama,
Cavanagh & van Esch, 2016). And this is where the new CEO needs to start the transformation.
A key way to do this is to involve mediocre-level employees in skill development programs that
can be run in-house. The CEO can also approach specialized vendors who could keep seminars
In partial contrast to the above argument, not every employee or worker needs a skill
upgrade. The methodology example provided for this paper also takes into consideration the
presence of a handful of old, loyal employees, who probably remained with the company for
numerous years. And subjecting these employees to programs that are really meant for the less
MANAGEMENT
system appointed by the CEO and overall company management is required in this context.
Assuming the loyal members have worked hard during their long tenure in the company, the best
way to ensure their efforts are recognized is to provide them different work options. For
example, some of them can be shifted to offshore locations for a less strenuous and high earning
job description. In case this cannot be facilitated, work from options and flexible work hours
opportunities for businesses. In such a diversified scenario, a key method for the new CEO to
lead is via implementing culturally varying management. Banking on emotional connects has
shown to largely influence how employees work. Thus, addressing the emotional needs of
employees plays a large part for appointing appropriate leaders, mainly by making them aware of
the challenges to come (Beatty, 2004). It is here, wherein the understanding of foundational
Net-Worth is Network
What really is needed is the CEO to recognize the presence of a diversified population in
the company whose skill-sets vary across a broad spectrum. Cultural diversity could also be
combined with other identity based diversity on the grounds of race, age, gender, ethnicity,
among other parameters. A key factor that ties in such a diversified employee audience is their
networking skills. A broad focus in current times lies on how well a person interacts with others
on a social as well as cultural scale giving rise to network leadership. With effective networking
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KEY FOUNDATIONAL LEADERSHIP CONCEPTS: A BRIEF INSIGHT INTO EFFICIENT
MANAGEMENT
The above described methodology may not be fool-proof every time and numerous
factors come into picture when foundational leadership is relied upon. Thus, these skills might be
assets for a person whose leadership talents involve recognizing the constantly changing
workplace dynamics. However, these skills could also prove to be drawbacks in more than one
way. Fir example, hiring the right kind of employees in the beginning phase, financial resource
expenses, and willingness of employees towards adaptation are key areas of concern. Despite
these restraints, CEOs and other managerial staff start thinking radically, adapting to emerging
Conclusion
Ever changing workplace needs a shift in management, especially if its growth is not
occurring as per projections. This shift is needed the most when new management is appointed,
leadership could turn the tide of events for businesses in such cases. Skill-building,
understanding the requirements of new as well as old employees, encouraging networking, and
building a strong emotional impact are core concepts in this leadership domain. It solely rests on
the CEO’s arms to incorporate such changes and take a risk towards making a difference in the
Works Cited
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KEY FOUNDATIONAL LEADERSHIP CONCEPTS: A BRIEF INSIGHT INTO EFFICIENT
MANAGEMENT
Brenda R. Beatty & Christine R. Brew (2004) Trusting relationships and emotional
Jeanne W. Ross, Peter Weill, David Robertson, (2006) Enterprise Architecture as Strategy:
Sugiyama, K., Cavanagh, K., & van Esch, C. (2016). Inclusive leadership development:
Walters, J. D. (2000). The Art of Supportive Leadership: A Practical Guide for People in