What Makes a Good Manager?
What Makes a Good Manager?

What Makes a Good Manager?

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  • Pages: 4 (1954 words)
  • Published: October 4, 2021
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For this research study, I interviewed a person who has worked closely with a manager for quite long. I considered choosing as an employee as he is the one who directly feels the impact of being managed and hence has the information required for the paper. From experience, he can easily differentiate the qualities of a good and a bad manager.

From the information given by the interviewee, I established that honesty is one of the main characteristics of an effective leader. It is the most critical “building stone” in the relationship between a manager and an employee. To numerous individuals, honesty is the same as genuineness, honesty, uprightness, bluntness, realism, and openness. In spite of the fact that a few managers don’t intentionally acknowledge it, this quality incorporates being truthful, as well as leaving the right impression.

Albert Einstein said, “Whoever is thoughtless with reality in little matters can’t be trusted with essential matters.” If individuals are eagerly to follow your ways whether into fight or into the meeting room, the front lines or the front office—they first need to guarantee themselves that you are deserving of their trust (Bethel, 2012).

They need to realize that you are honest, moral, and principled. Regardless of what the setting, everybody needs to be completely positive about their managers, and to be completely certain they need to trust that they are individuals of solid character and strong uprightness. We—every one of us—would prefer not to be deceived. We would prefer not to be tricked. We would like to be come clean. We do need a manager who knows, what is w

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rong from the right.

Yes, we need our group to win, however we would prefer not to be driven—or misdirected—by somebody who cheats during the time spent achieving triumph. We need our managers to be straightforward, on the grounds that their trustworthiness is a reflection upon our own genuineness (R?ducan & R?ducan, 2014).

Good leaders respect company’s corporate culture. The impact of effective leadership in an organization is felt by all people working within the organization. Having such a leadership, this culture is developed rather than being forced. Communication is open and takes place all the time. All employees understand the objectives and goals of the organization, and all employees play roles in making sure that the company makes an improvement.

Employees feel being important to the success of the organization and hence all employees are critical to the performance of the organization. For advancement to be realized in the organization, employees should be recruited with honesty where their experience and abilities will fit in their positions. Employees should be competent enough so as to perform in the tasks assigned to them. In addition, they should help their colleagues as this will help them excel (Bethel, 2012).

The results of effective administration are great maintenance of an employee, high confidence, and practical achievement gained on long term. On the other hand, ineffective leadership is also felt by employees in the organization. Corporate culture becomes a trivial term where managers claim that it exists while employees seem not to be satisfied at all. There is lack of unambiguous, reliable communicatio

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between employees and the administration at the top. Thus, gamesmanship, politics and gossiping exert a lot of control in the workplace. Employees are dubious of the objectives and targets of the organization for performance.

They do not have an idea on the way they can take part in improving the performance of an organization. Decisions for making advancements currently are not based on ability or honesty; instead they depend on the words of those viewed as being great. Workers are being taught to behave dirty towards their colleagues in order to excel. The outcome of bad leadership is reduced assurance, increase in turnover, and a reduced capacity of having an achievement getting supported (Bennis & Bennis, 2010).
Fairness is another important quality of a manager.

There is no space for vagueness in individuals’ assessment of you as an administrator who treats individuals with a sense of fairness. Approaching individuals with respect and managing everybody in an open and fair manner are only two fundamental prerequisites for acquiring success as a manager. In the event that you have ever worked for a leader who plays top choices or, who treats individuals with various measures of responsibility and execution, you see how dangerous this approach is to confidence. In some cases, the leader plainly views a worker as the “star” of the team, loading open appraisals on him and making sure that he/she gets included in the most important and visible.

This star treatment makes hard sentiments with the colleagues and was much of the time referenced while talking about what it resembled to work for the leader. in such an approach, the leader tries to make sure that he has retained a certain employee in the group without looking into the employee’s talent. In some other cases, the leader consistently described his dedication to guaranteeing and requiring responsibility for results, yet frequently rationalized and increased project dates for a worker who appeared to interest him. Thus, there was little feeling of or duty to responsibility over the team.

When you treat your representatives in a fair way they concentrate on exploring the difficulties facing them. They feel regarded, administered to, and they create confide in you as their leader. Rather than concentrating on one-upmanship or gamesmanship, workers concentrate on working towards achieving individual and team goals. When you treat others in a fair way, two things happen. Your workers notice and regard you for it. Manager’s reputation for showing fair play fortifies the faith employees have in the leader. Second, the general population who you treat genuinely will react in a kind way. Since a leader is a role model to his/her employees, he is supposed to show acts of fairness (Bennis & Bennis, 2010).

For a leader to be described as being good, he/she has to be accountable. Currently, numerous individuals maintain a strategic distance from being accountable. When the results realized become the opposite of what was expected, such leaders blame another person or a certain factor. Check out you… I’m certain you’ll see examples. Too frequently leaders of companies take the success as personal, yet try their best to be isolated from the

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