Statesmanship, interpersonal and Organizational Leadership and their Effectiveness in Firm’s Communication

Statesmanship, interpersonal and Organizational Leadership and their Effectiveness in Firm’s Communication

Introduction

Good organizational leaders must demonstrate appropriate interpersonal skills as required of good statesmen. Statesmanship refers to the practice of maintaining good leadership and management of public affairs.[1] Often, the word is used to refer to public figures who have offered their services in designing various policies meant to steer positive gains in the community. As required of all leaders, statesmen must influence the public to work towards the achievement of specific objectives. Interpersonal leadership skills are one of the virtues a statesman must portray to become effective in his or her societal roles. Statesmen are required to communicate and interact easily with people to aid in the formulation and implementation of policies meant to benefit the public. Individuals cannot effect positive projects in the society without first of all interacting with its supposed beneficiaries. Likewise, the interpersonal leadership skills that a person portrays mirrors the kind of virtues needed of a leader in any organization. Understanding the ideal attributes of public administrators is thus elaborated through discussing what statesmanship entails, interpersonal leadership skills required in leaders, and why such attributes are also necessary for organizational leaders.

Statesmanship Model

A statesman is an individual with relevant skills in the management of public affairs. The term is often confused with political leadership. According to Maxwell, one cannot be a statesman without any developing ideas which lead to significant contribution in overseeing and management of public affairs.[2] A statesman is, therefore, somebody with vast experience in areas such as formulating ideal strategies which link an organization to its stakeholders, establish programs which provide solutions to the local communities, lobbying different parties to take certain stands when it comes to particular issues and many other events related with managing people. Statesmen are required to have certain attributes.

For instance, statesmen are depicted as people bound by certain principles. Adhering to one’s principles, therefore, mean that individuals should not be easily swayed when different challenges arise. On the contrary, an ideal statesman ought to stick to his principles regarding specific issues in society. Also, a statesman is guided by his moral code of conduct. Contrary to the modern world where leaders, especially politicians, act according to the wave’s direction, statesmen do not change their moral standards to benefit from ongoing events. They are individuals with the capability of saying no to evil acts when they realize that such steps violate their ethical code and hence likely to bring harm to the organization or society.

Consequently, statesmen are depicted by their visionary capabilities. A better future is often influenced by the ability of leaders to envision the situation in the long run. Statesmen are thus people who not only focus on current events but those capable of thinking about the long run hence influencing others to act in a direction that will prove beneficial in the future. Lastly, as a statesman, and individuals should seek consensus for the different ideologies which he or she has for the organization’s or community’s future. Building a consensus means getting everybody on board and convincing them that taking a particular course of action is the best alternative. To do so, the leader does not have to resort to the use of tools meant to coerce other individuals. On the contrary, he should use his leadership skills, such as being a good orator and having a grasp of different fields of knowledge.

 

Interpersonal Skills and Organizational Leadership

Active listening is ideal statesmanship and interpersonal skill required in the management of organizations and the administration of public affairs. Good leaders are the ones who take time to listen to the thoughts and grievances of those under them (Kerfoot, 2010, p 114).[3] The art of listening to others means that one carefully restrain from being the sole source of communication in an organization or community. It is by listening to other people, that one becomes aware of the actual situation the organization or community faces. Listening provides an opportunity for a leader in the learning of unique issues within the organization which employees normally come across. Also, it provides an opportunity for employees to air out their views regarding how certain matters should be conducted as they are the ones involved in the day to day implementation of the organization’s objectives. As a statesman, it is therefore ideal not just to impose one’s policies and information to the subordinates but facilitate a good ground for communication by providing a listening ear.

Emphasizing on the need for responsibility promotes the general welfare of the organization a leader is entrusted with to manage. Statesmen have to be responsible for the various resources placed under their power. Leaders, therefore, ensure that everything within their mandate goes well according to the implementation plan. Responsibility is seen in the leader’s ability to make organizational decisions when required, as opposed to relying on communication from above regarding the course of action to pursue.[4] The leader must assign various activities to people within the organization. In this manner, the organization’s activities will not come to a halt as individuals have been assigned tasks to undertake hence working towards the achievement of the stipulated objectives. Likewise, being responsible demands that leaders take responsibility for failures that occur within their command. Accepting responsibility for failure allows leaders to strategize with other ways to address the problem.

Statesmen’s ability to motivate those under them is an interpersonal skill that greatly contributes to the realization of an organization’s objectives. Motivating individuals refers to the practice of inducing in them some positive attitude so that they can work towards the achievement of the organization’s goals[5]. In organizations, motivational leaders encourage people to dedicate extra efforts towards the achievement of the project as they are assured of better results after accomplishing their tasks. For instance, involving local community members and paying them for their services on a project being undertaken within their area provides some form of motivation. They are motivated to work daily as they will be paid at the end of the day.

Empathy is a vital attribute that allows statesmen and leaders to interact with their subordinates. The ability to show compassion and understand the kind of feelings others are going through is quite vital for a statesman. It forms part of the set principles which bind a statesman to his obligation towards those whom he represents. Understanding how fellow human beings feel it is quite critical as they are the key resource required in the implementation of organization’s or community policies[6]. Empathy allows an organizational leader to show the subordinates that he or she understands the different events that are happening to their lives. It can be demonstrated by giving them some rest from a job when faced with issues such as adversities or encouraging them when they feel discouraged due to work challenges. Empathy allows staff in organizations to be more engaged in the organization leading to a workforce that is dedicated to achieving the firm’s goals.

Consequently, statesmen are expected to showcase conflict management skills. The diverse nature of society means that conflict will always arise within different societal settings. Managing public affairs, therefore, means that the leaders elected to represent the views of the stakeholders and oversee the attainment of their objective follows the relevant ideals involved in solving disputes that might arise[7].  It is the duty of the leader in any organization to solve the different instances of conflict within their firms in an amicable manner that will not deter the entity from carrying out its mandate. Conflict management involves constructive criticism after evaluating the causes of the conflict and positively rebuking the perpetrators. Leaders play the role of mediators in instances of disputes between different parties in the organization. Likewise, it is the mandate of good leaders to ensure that they solve the various cases of conflict within their organizations through acts such as counseling.

Fostering teamwork is another vital skill required in the attainment of public affairs and management of organizations. Statesmen are required to enhance consensus among the different stakeholders of an organization or project that involves the community. For instance, they are supposed to inform community members of the kind of investment financiers’ aim at attaining in the community and the likely benefits to the society. An organizational leader’s ability to enhance cooperation between the different stakeholders’ leads to a situation whereby all parties act as a team with the sole objective of realizing the organization’s or program objectives by lowering cases of conflict that might arise[8]. Lastly, the ability to adapt and be flexible to different scenarios and the changing environments is key in determining good organizational leaders. The dynamic nature of the world means that the changes that keep on occurring will, in the long run, affect the activities of an organization or any other project being implemented[9]. Adapting to changes depicts the visionary nature of an organizational leader to use his or her knowledge to quickly embrace new techniques that will enable him or her oversee the achievement of the public affair goals.

Organizational Communication to the Public from Interpersonal Leadership Qualities

The above leadership skills allow organizations to communicate certain attributes that enhance their image to the public. Leaders who provide a listening ear and show empathy to their stakeholders signal an organization committed that cares for its stakeholders. It creates a perception that the organization is free with its stakeholders for the sole purpose of attaining their desired objectives. Motivating stakeholders such as employees communicate to people that the organization is committed to its quest to accomplishing its objectives. The firm is thus seen to care for its stakeholders to ensure that the ground for the achievement of the organization’s objectives is conducive for all stakeholders. In this manner, the effectiveness and performance of the organization improve as employees, and other stakeholders are encouraged to put more effort into attaining the firm’s goals.

The ability of a leader to be responsible for his or her actions sends out a message to stakeholders that they can hold the organization accountable. Responsible leaders portray an element of trust as people are made to believe the organization can achieve its purpose and that stakeholder’s resources are well protected. Accountability is also a means to attract more investors as they are assured of their investments. Also, a leader who demonstrates conflict management skills acts as an assurance to the public that their interests, as well as that of the organization, would not be hampered by issues of disagreements within the firm. Stakeholders get the communication that activities will progress in a good manner as the leader will effectively handle instances of conflict, which may derail the progress of events. An organization stands the chance to gain more resources in terms of financing and labor from stakeholders who are made aware that instances of conflict would be solved amicably thereby allowing them to carry out their mandate in a peaceful way[10]. Also, firms with a good reputation when it comes to solving conflicts enjoy great performance as their products are not interrupted due to disagreements.

Moreover, a firm led by a leader who encourages teamwork and flexibility demonstrates to the public that the institution encourages the development of individuals. It is a key objective for most people to realize career growth. Individuals who are interested in growing their careers are also interested in pursuing different fields of practice that brings new challenges. The dynamic nature of organizations, therefore, exposes them to such changes. However, it is only organizations that encourage teamwork and led by flexible leaders that allow people to realize their dreams. Flexible leaders, therefore, send out a communication to the public that the organization is the ideal place for one to develop his or her career. A firm that has a good reputation for developing people’s careers realizes increased productivity due to the constant availability of a skilled workforce, which works for it[11]. Also, a firm with flexible leaders is viewed as being able to mitigate the various risks that might arise hence maintaining better performance.

Conclusion

In conclusion, it has been made evident that statesmen have to portray several leadership qualities cuts across all those people who head various organizations. Statesmen have been showcased as people with relevant experience in contributing to society’s welfare. Likely, it has been pointed out that statesmen have to portray several qualities such as adherence to certain principles, depict high moral standards and be visionary in setting better policies in terms of administration of public affairs. Moreover, it has been demonstrated that statesmen should have interpersonal leadership qualities, which are also required of all those who head organizations. Some of the skills highlighted as being crucial for statesmen and organizational leaders are attentive listening, taking responsibility for actions, motivating people, empathy, conflict management, foster teamwork, and be flexible to changes that occur in the environment. Possessing the above mentioned interpersonal skills have been viewed as strategies that send positive communications to the public, thereby enhancing the firm’s image. As a result of the communication sent to the public due to statesmen’s leadership, firms are likely to realize much efficiency, highly skilled labor and investment, and improved productivity.

 

 

 

Bibliography

Chen, Gilad, Payal Nangia Sharma, Suzanne K. Edinger, Debra L. Shapiro, and Jiing-Lih Farh. “Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict.” Journal of Applied Psychology 96, no. 3 (2011): 541.

Erdogan, Berrin, and Talya N. Bauer. “Enhancing the career benefits of proactive employee personality: The role of fit with jobs and organizations.” Personnel psychology 58, no. 4 (2005): 859-891.

Heinrich, Carolyn J. “Outcomes-based performance management in the public sector: implications for government accountability and effectiveness.” Public administration review 62, no. 6 (2002): 712-725.

Kellett, Janet B., Ronald H. Humphrey, and Randall G. Sleeth. “Empathy and complex task performance: Two routes to leadership.” The Leadership Quarterly 13, no. 5 (2002): 523-544.

Kerfoot, Karlene M. “Listening to see: The key to virtual leadership.” Nursing Economics 28, no. 2 (2010): 114-117.

Lowry, Charles B. “Continuous Organizational Development–Teamwork, Learning Leadership, and Measurement.” portal: Libraries and the Academy 5, no. 1 (2005): 1-6.

Maak, Thomas, and Nicola M. Pless. “Responsible leadership in a stakeholder society–a relational perspective.” Journal of business ethics 66, no. 1 (2006): 99-115.

Maxwell, John C. The 21 indispensable qualities of a leader: Becoming the person others will want to follow. HarperCollins Leadership, 2007.

Tjosvold, Dean. “The conflict‐positive organization: It depends upon us.” Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior 29, no. 1 (2008): 19-28.

Yukl, Gary, and Rubina Mahsud. “Why flexible and adaptive leadership is essential.” Consulting Psychology Journal: practice and research 62, no. 2 (2010): 81.

[1] Statesman- A leader in national or international governing affairs

[2] Maxwell, John C. The 21 indispensable qualities of a leader: Becoming the person others will want to follow. HarperCollins Leadership, 2007.

[3] Kerfoot, Karlene M. “Listening to see: The key to virtual leadership.” Nursing Economics 28, no. 2 (2010): 114-117.

[4] Maak, Thomas, and Nicola M. Pless. “Responsible leadership in a stakeholder society–a relational perspective.” Journal of business ethics 66, no. 1 (2006): 99-115.

[5] Chen, Gilad, Payal Nangia Sharma, Suzanne K. Edinger, Debra L. Shapiro, and Jiing-Lih Farh. “Motivating and demotivating forces in teams: cross-level influences of empowering leadership and relationship conflict.” Journal of Applied Psychology 96, no. 3 (2011): 541.

[6] Kellett, Janet B., Ronald H. Humphrey, and Randall G. Sleeth. “Empathy and complex task performance: Two routes to leadership.” The Leadership Quarterly 13, no. 5 (2002): 523-544.

[7] Tjosvold, Dean. “The conflict‐positive organization: It depends upon us.” Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior 29, no. 1 (2008): 19-28.

[8], Lowry, Charles B. “Continuous Organizational Development–Teamwork, Learning Leadership, and Measurement.” portal: Libraries and the Academy 5, no. 1 (2005): 1-6.

[9] by Yukl, Gary, and Rubina Mahsud. “Why flexible and adaptive leadership is essential.” Consulting Psychology Journal: practice and research 62, no. 2 (2010): 81.

[10] Heinrich, Carolyn J. “Outcomes-based performance management in the public sector: implications for government accountability and effectiveness.” Public administration review 62, no. 6 (2002): 712-725.

[11] Erdogan, Berrin, and Talya N. Bauer. “Enhancing the career benefits of proactive employee personality: The role of fit with jobs and organizations.” Personnel psychology 58, no. 4 (2005): 859-891.