Core Competencies of Leadership
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As the corporation grew and evolved over the twentieth century, so did the relationships that managers had with employees. Once strictly hierarchical, these relationships are changing as managers become coaches and mentors and as employees are empowered and enfranchised. The number of books dedicated to helping managers and supervisors change their relationship with their subordinates, and the number of conferences and seminars which offer a myriad of tools to managers reinforces the concept that today's managers are under increasing pressure to be more than just good administrators. Leadership in particular gained momentum in the latter years of the twentieth century as companies and individuals within those companies sought to learn what separated successful organizations from struggling one. The idea that leadership was an innate trait began to be discarded by many analysts, and teaching leadership skills is an important function of business schools. This research considers the core competencies associated with leadership, and the roles that intelligence and emotional intelligence play in shaping leaders.There is no single definition of leadership that is universally accepted. Some analysts maintain that all managers are also leaders since they cause tasks to be completed by others and thus depend on the willingness of others to follow them. Others maintain that managers are different from leaders, and that organizations require
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ies, so too do organizations as a whole. Core competencies within organizations are often associated with strategic direction and provide the organization with competitive advantages when maximized. As an example, Philip Morris is generally recognized as having a core competency in its ability to market itself as well as its products, and to shape public opinion in order to maximize its shareholder value (Hagen, Hassan & Amin 39).
Leaders within organizations both shape and are themselves shaped by the core competencies of the business. Leaders recognize that intangible resources, such as individuals with specific knowledge or skills who might be useful to another business unit for a specific project, may be more valuable to the company than the assets that can be easily quantified. In these environments, successful leaders promote sharing intangible assets in order to strengthen the organization's core competencies (Hagen, Hassan & Amin 40).
Leaders can succeed only to the extent that the organization supports their success. If a company follows traditional management precepts and has competencies in cost accounting, for example, a leader who wants to introduce target costing and total quality techniques into the organizat
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Some common words found in the essay are:
Deluga Souza, , Hassan Amin, Future Direction, Emotional Intelligence, York Senate, Leadership Competencies, Intelligence Leadership, Howard Gardner, Philip Morris, emotional intelligence, transactional leadership, intangible assets, transformational leadership, core competencies, successful leaders, intelligence leadership, september 11, term emotional intelligence, consideration individual, associated leadership, maintain managers leaders, emotional intelligence leadership, hagen hassan amin, transformational transactional leadership,
Approximate Word count = 1997
Approximate Pages = 8 (250 words per page)
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