My objective is that:

THE LEADER

– could get out of the double squeeze of employees and the organisation

– would make use of the available resources efficiently and successfully

– would be equally task- and relationship-oriented

– would have a toolbox for the treatment of risks of crisis and growth

– would be able to make optimal decisions even under strict time constraints or when lacking information by employing group decision-making or decision-preparation as a skillset

Two important instruments of leadership: the job description and the performance evaluation.

The leader’s authority may be based on professional prestige, rewards or punishments, but the safest basis is the job description. This is the written collection of expectations regarding the role of the employee that can ensure high standards of workmanship.

When drafting the scope of activities, labour assignments and performance requirements or job descriptions, we do not have to pay attention to past performance, only to future efficiency. The expectation of performance evaluation is that it would increase independence and the employee’s own motivation for self-development.

The best tool for this is leadership training.

THE ORGANIZATION

– would work for market success on the basis of initiative
– would become result-oriented and as a whole interested in the output
– would comprise of members that are independent but loyal
– would lay the emphasis on cooperation and knowledge-sharing
– would prevent undesirable leave
– would be able to change more quickly than its environment

The company that is different in its operation from all the others in the most creative ways will be successful. Nowadays the competitive advantage lays in discarding well-known success-recipes and breaking with routines.

The best tool for this is organization-development.

THE TEAM

– should be more than a conglomeration of people and its performance should exceed the sum of the individuals’ performance
– and the group’s competence should be expandable or constrictable, as the task demands
– should be the safest way of ensuring continuity and the transfer of experience
– should have the indicator of the members’ cooperation be its best result.

Team building
– should begin before binding employment contract with the definition of the scopes of activities
– should rather be a process than a onetime event.

 

CREATIVITY

– should be the engine of development
– should include tools other than brainstorming
– and thinking should not be equal to problem-solving, because in case we do not see a problem – we stop thinking.

The best solution in this area is creative training.