Developing Leadership Skills

Developing leadership skills is a decisive factor in competencies and demonstrating performance. Leadership skills give people the ability and capacity to influence others. Therefore, leadership skills are a critical component in the successful leadership. Moreover, this paper is to discuss the aspect of developing leadership skills and their influence on efficient leadership. Leadership skills account the overall success of any organization based on its effectiveness and implementation.

However, it is essential to note that even though leadership skills play a critical role in the leadership process, they receive little attention. Previously, research has been based on leadership traits. Conversely, leadership skills have received considerable attention by researchers and practitioners (Northouse, 2012, p. 85). Core leadership styles are exceedingly crucial in leadership skills and practices. Although there are many kinds of leadership skills, they are frequently regarded as groups of skills. Leadership skills can be grouped into three principal categories: administrative, interpersonal and conceptual skills.

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Administrative skills are abilities of a leader’s effective administration of formal instructions and authoritative power to in an organization. A good leader should possess these skills in order to become competent and intelligent person that leads. In addition, interpersonal skills are of great role in the effective leadership practices. They denote the employee-employer relations in the work place. Good relations such as equity, intelligence, and honesty play a crucial role in encouraging competence at the workplace. Conceptual skills are critical for the leader in organizing his work. These include working with ideas and concepts. Good problem solving skills by a leader promotes good leadership.

Showing emotional intelligence is yet another vital factor in the leadership skills and practices. Emotional intelligence has captivated the interest of many scholars and practitioners of leadership. Emotional intelligence regards a person’s ability to comprehend his or her individual and others’ emotions. Additionally, he should be able to apply the knowledge to life tasks. Emotional intelligence refers to the capacity to observe and express emotions for using ones to enable rational thinking. It includes understanding emotions by a leader in the administration through managing emotions effectively (Northouse, 2012, p. 91). Leaders need to learn to become aware of emotions of others, regulate his or her emotions, and skills of handling conflict (Northouse, 2012, p. 92).

An effective leadership establishes compelling visions that control people’s behavior. In leadership, a vision is a mental model of an ideal future state. Vision offers a picture of what is expected as an outcome. In developing a vision, a leader should focus on positive outcomes that are expected and communicate them to other people. Moreover, the leader and members of the organization should share a common vision. The vision plays a significant role in how the leader influences others and how others react to his or her leadership (Northouse, 2012, p. 109). In leadership practices, vision has been a fundamental aspect of leadership training and development in recent years (Northouse, 2012, p. 110).

There are various characteristics of the vision. First, it creates a picture of the future that is better than the status quo. It is an idea about the future that requires an act of faith by followers. Visions paint an ideal image of where the group or organization is headed (Northouse, 2012, p. 110). Vision portrays the change expected from the picture indicating desires of an organization. Therefore, change is a salient characteristic of vision and enhances visionary leadership adequately. The values of vision include the features that are expected towards obtaining it. A map is a vision characteristic that indicates the steps and directions of working towards achieving the goals. Finally, a challenge represents the task that a leader is supposed to tackle together with his organization (Northouse, 2012, p. 126).