7/21/2019 No One is a Born Leader

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No one is a born leader—everyone can develop leadership skills and everyonecan beneft rom using them. Leadership can develop frst, take time to honestlyanalyze yoursel. Second, Identiy areas or improvement. Ask yoursel these questions:And lastly ater analyzing your strengths and weaknessestake action.

 Although understanding leadership skills is one o the more important things tounderstanding a leader, very little attention has !een given to leadership skills over the

years. "nly recently has much attention !een !rought to leadership skills andunderstanding their importance in a leader. In the chapter, leadership skills weregrouped into three categories. #he frst skill is having administrative skills, whichinvolves mostly with management. Interpersonal skills deals with !eing socially awareand understanding the emotions o others. $onceptual skills involve strategy and thea!ility or e%ective planning. #ogether these make up the model or primary leadershipskills.

&aving administrative skills is a !ig part in !eing an e%ective leader. #hey must !ea!le to manage people. #his involves connecting with people and knowing what needsto !e done. #his part o the administrative skill deals with getting a task done in the

most e'cient way possi!le. A leader must also understand how to manage theirresources. (esources can include people, money, supplies, etc. and managingresources is essential in order to run a company or organization. #he last skill involvedis having technical competence. A leader must have knowledge a!out the task that is!eing done. In order or an organization to run e%ectively, the leader must havespecialized and technical e)pertise o the organization.

  "ne o the other core skills or the leader is having interpersonal skills. #heseskills help a leader work e%ectively with people to accomplish a task more e'ciently. #he interpersonal leader needs to !e socially perceptive, which is understandingothers. #hey also need to !e emotionally intelligent. #his involves having the a!ility to

not only understand their own emotions and what drives them !ut also knowing how tounderstand the eelings o others. &aving this a!ility can !uild a relationship !etweenthe leaders and his peers or a successul company. Another aspect o the interpersonalleader is handling con*ict. Although addressing them might not !e easy, it is anecessity or a leader to know how to e%ectively work through con*ict.

 #he last core skill or a leader is having conceptual skills. #his area o leadershipdeals with working with concepts and ideas. #his type o leader needs to have pro!lemsolving skills. In order to !e an e'cient pro!lemsolver, a leader must know how toidentiy the pro!lem, make alternative solutions, select the !est solution, and then put

that plan into action. #he conceptual leader also needs to know how to planstrategically. #hey need to !e a!le to think cognitively and plan a strategy to generateideas or a group. A vision must also !e created. #his special kind o talent deals withchallenging the mem!ers o a group to create a di%erent and unique idea that has thea!ility to lead to success within the group. #hey must !e a!le to make this vision clearto the group and implement this vision e'ciently.

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+ducational leadership, our review also makes clear, comes rom many sources, not

 ust the -usual suspects / superintendents and principals. 0ut the usual suspects are

likely still the most in*uential. +%orts to improve their recruitment, training, evaluation

and ongoing development should !e considered highly coste%ective approaches to

successul school improvement. #hese e%orts will !e increasingly productive as

research provides us with more ro!ust understandings o how successul leaders make

sense o and productively respond to !oth e)ternal policy initiatives and local needsand priorities, and o how those practices seep into the a!ric o the education system,

improving its overall quality and su!stantially adding value to our students1 learning.

 #hereore I conclude that organizations, management, and leadership are all important

to scala!ility. 2eople are the most important element o scala!ility, as without people

there are no processes and there is no technology. #he e%ective organization o your

people will either get you to where you need to !e aster or hinder your e%orts in

producing scala!le systems. 3anagement and leadership are the push and pull,

respectively, in the whole operation. 4eadership serves to inspire people to greater

accomplishments, and management e)ists to motivate them to the o!ective. #hecharacteristics o a leader need to !e genuine and authentic and the theoretical

perspective o servant leadership emphasises the caring aspect o leaders towards

their ollowers. #ypically servant leaders are altruistic and are concerned a!out the

well!eing o others. #here are a num!er o characteristics which appear to !e more

important than others although it is di'cult to isolate only a ew. &owever, one

characteristic that does seem to !e high on the list or good leaders is good

communication and interpersonal skills.