Damaging leadership styles
The most common styles of leadership, according to 49% of UK workers, are authoritarian, bureaucratic and secretive – a worrying sign. With such styles of management likely to damage motivation, productivity and ultimately economic recovery, it has never been more prudent to question ‘what makes a good manager?’ Take a moment to consider this question. Then ask yourself if it is at the forefront of your mind when thinking about recruitment and development.
The traditional view of a manager is an individual who is primarily responsible for people, but in reality management roles vary hugely from sector to sector and organisation to organisation. CMI estimates that there are approximately 4.8 million managers in the UK, although it’s likely to be many more if we account for individuals who don’t see themselves as managers in the traditional sense.
21st century managers need to possess a variety of transferrable skills and abilities to stay at the top of their game, which will allow them to move smoothly from role to role throughout their career. From managing information and customer needs, to taking responsibility for their own personal development, today’s HR managers need to have it all.