Developing Personal and Professional Leadership Practice

Today's manager needs a range of skills and abilities. Conduct an analysis of the leadership
skills required in the 21st Century, using a range of published information to support your
analysis. Relate the skills you identify to the strategic vision/objectives of an organisation of
your choice stating the key skills a leader will require, justifying your choice.

DEVELOPING Personal and PROFESSINALS

LEADERSHIP PRACTICE

Nikita Nagda
B4038303
Submission date: 7 November 2014
Word count: 1,497

Developing Personal and Professional Leadership Practice

INDEX
Content
1. Introduction
1.1 Company Profile
1.2 Vision
1.3 Values
2. Leadership Skills and abilities of 21st century and aligning with the vision
of FM Financial
2.1 Technical Skill
2.2 Interpersonal Skill
2.3 Negotiation Skills
2.4 Motivation Skill
2.4.1 Motivation Cycle
2.4.2 The Expectancy Theory to Support Motivational Skills
2.5 Clear Sense of purpose

3. Conclusion
4. Referencing
5. Bibliography

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Developing Personal and Professional Leadership Practice

1. INTRODUCTION
The purpose of this report is to offer clear guidance on the aspects of Leadership skills which
the leader requires in the 21st century. We commence by outlining what is meant by
leadership skills and abilities with the help of some models and theories and then we discuss
how it will help to achieve vision and fulfil the values of the organisation, concluding our
note with a justification.

1.1COMPANY PROFILE
JM Financial is a joined financial services group, offers a broad range of services to the
clients that includes financial institutions, retail investors, corporation and high net-worth
individuals. It believes that success of the business is not an end there is always a scope of
improvement preferably to gain higher socio-economic goals. Our people bring knowledge,
experience and range to bear in our every effort. Their talent and passion has power-driven us
to the illustrious position we conquer in the Indian financial services landscape. (JM
Financial Ltd n.d)

1.2 Vision
"To be the most trusted partner for every stakeholder in the financial world" .

They believe
that trust is a practice which can be grown or vanished every day. Sharing trust generates
good teams (it can be between employees or organisation). So it is very much important to be
a trustworthy to gain long-term business gaols. So for trusting other you should first have
faith in itself. (JM Financial Ltd n.d)

1.3 Values
We have always required being a value-driven organisation, where our values
will give direction towards growth and success. They believe in some values such as
integrity, teamwork, client focus, innovation, implementation, performance and partnership.
(JM Financial Ltd n.d)

Developing Personal and Professional Leadership Practice

2. leadership Skills and abilities of 21st century and

aligning with the vision of FM Financial
2.1 TECHNICAL SKILL

Technical skills are the capabilities and understanding to do a particular task and potential to
use different tools and equipment to do that particular task or an activity. It also includes
factual knowledge about the organisation and about its product and services. This skill will
help leader to gain promotion because one of the value of the organisation states that they
believe in giving reward on merit basis. The person who has technical skills will be knows as
an expert so it will also help to implement strategies effectively and how to deal in team
effectively so that they work hard and team goal is achieved with due respect for each other.
Hence it is very important for a leader to adopt this skills so that organisation goal and own
target is achieved (Yukl 2013).

2.2 INTERPERSONAL SKILL

Interpersonal (or social) Skills involve knowledge about human behaviour, ability to
understand the attitudes, feelings, and motives of others, ability to talk clearly and effectively
and creating cooperative relationships (listening, diplomacy, understanding, negotiating,
facial expression, body language and reactions). This skill is very much important for a leader
to achieve its vision because understanding what the client or partners requirement is and
how they accepts things helps to select proper strategy to influence them and get the business
for the organisation. Also a leader should use different variety of behaviours and modify it as
required depending upon his or her behaviour to achieve the target. Some has a
misconception about the skill that it is a considerate behaviour to be "turned on" in special
scenario but katz (1955, p. 34) has different point of view that skills should be developed
naturally and unconsciously which is demonstrated in the individuals every actions because
in involves sensitive at the time of decision making. Everything what leader says and do as an
impact on his associates and partners (Yukl 2013).

Developing Personal and Professional Leadership Practice

2.3 NEGOTIATION SKILLS

Negotiation is a process to resolve conflict through settlement such as budget allocation, pay
rise allocation, deciding time to meet friends, etc. so it is not a skill used in an organisation
but also in social lives. It is not between two peoples or between an employee and a manger it
may include a number of people or groups in an organisation. It is argued by many authors
that it is arduous skill to learn because of power and politics operates in an organisation
(Luthans 2005).
The process of negotiation is mainly divided into two very different outlooks (Walton and
McKersie 1965, Dibben et al 2011):
Distributive negotiation is a characterized by conflict and opposition to win at a cost of the
opposition. It is mainly win-lose situation. Integrative negotiation focuses on problem
resolving approach that is win-win situation. Later Dibben el at (2011) as come up with a
third outlook Destructive negotiation is very negative as a whole because both the parties
are not ready to compromise and loses the business and it is lose-lose situation. (Watson
2014). Leader should always try to negotiate and try to adopt win-win situation so that both
the parties will be benefited and the trust will be there among them and ultimately vision is
achieved.

Negotiation Skill
Distributive
Negotiation

Integrative
Negotiation

Destructive
Negotiation

2.4 Motivation Skill

Motivation skill has two aspect first is to motivate oneself and another is motivating others.
Leader need to use both. Ensure the accession of knowledge and to develop key skills in
oneself and others does not alone promises success. Motivation is a power that drives
behaviour. A good leader depends upon a high level of the willingness of the staff members

Developing Personal and Professional Leadership Practice

to achieve maximum performance and to gain the business goals with mutual support of the
management. (Parker and stone 2003)

2.4.1 Motivation Cycle

High Level of
Motivation

Self-Satisfaction

Quality
Performance

Positive
Feedback

2.4.2 The Expectancy Theory to Support Motivational Skills

The expectancy theory believes that to achieve high level of motivation the major three
elements should be placed that is:

Efforts

Performance

Outcomes

Developing Personal and Professional Leadership Practice

The recognize quality of outcome(s) illustrates the degree of effort which will apply in future.
It is very much important to remember that it is a third party who calculates the value of
outcome. It is the reaction of the third party in the form of reward, punishment and lack of
interest which are the key motivating factors. Continuous efforts by the ' performer' reflect
the quality amount of motivation created. In the organisation leader (performer) has a belief
that earning trust from the stakeholder (third party) is very difficult because its a process of
gain and lost daily. To maintain that leader should always make an effort to achieve the
common goals so that the set outcomes are fulfilled and trust is generated between both.
Ultimately leader will be motivated to work hard and achieve the performance so that the
vision and values of the organisation are maintained. Now we can say that is a desire to put
effort which is based on the one's belief that performance will be improved and ultimately the
main outcomes is achieved or rewarded i.e. the trust worthy partners. It is very essential to
understand belief cycles and how we should generate positive attitude in other. Therefore it is
important part of the motivational process. (Parker and stone 2003)

2.5 Clear Sense of purpose

Employers should be aware about direction of the leaders why and what leader are trying to
do and how it will be benefited not only to the organisation but also the organisation's wider
stakeholders with society in general. Employers than only will understand and will support
the leader to achieve its vision. It is said in oral evidence to the Commission about Dylan
Valentine, a manager at Fujitsu, told about his manager, she is very good personality. Her
best quality is that she takes people on journey where you feel like we all searching for a
common objective and targets are very high and challenging and you are one to perform key
role. In short leader should make employees understand the vision of the organisation and
also the importance of their role to reach the sets targets and ultimately common goal is
achieved. (Chartered Management Institute 2014) Donald Hadley cited in Chollet (2006) also
states that "You have to know where you're going in life, and you have to have the correct pieces
in place to get there."

Developing Personal and Professional Leadership Practice

3. Conclusion
In today's world it is very much important a manger should possess certain skills and abilities
to achieve the organisational goals. Some of the skills I have identify above which is required
to handle the task and take the company at a different level. So it is very important for a
leader need to learn and the competences they need to obtain. However to achieve that vision
a leader should provide their organisation with a comprehensive sense of vision to frame and
direct the organization efforts and it should be communicate in an actionable form. (Morgan
1988) Hence the skills which are identified may be different from the other people as it
depends upon the person to person. Leader may find certain difficulty depending upon the
different context such as policy, organisation and personal. A good leader or manager is the
one who links the entire three contexts and try to solve the problem.

Developing Personal and Professional Leadership Practice

4. REFERENCES
CHARTERED MANAGEMENT INSTITUTE (2014). Management 2020. Chartered
Management Institute.
CHOLLET, Mary E. (2006). DIRECTION. [online]. Painting & wallcovering contractor, 68
(1), .
JM FINANCIAL LTD (n.d). About Us. [online]. http://www.jmfinancial.in
JM FINANCIAL LTD (n.d). Corporate social responsiblity. [online].
http://www.jmfinancial.in
JM FINANCIAL LTD (n.d). Values. [online]. http://www.jmfinancial.in
JM FINANCIAL LTD (n.d). Vision. [online]. http://www.jmfinancial.in
MORGAN, Gareth (1988). Riding the waves of change: developing managerial competencies
for a turbulent world. [online]. Jossey-Bass.
PARKER, Chris and STONE, Brian (2003). Developing management skills for leadership.
[online]. Harlow, Financial Times Prentice Hall.
WATSON, Gillian (Gillian Elizabeth), REISSNER, Stefanie and Chartered Institute of
Personnel and Development (2014). Developing skills for business leadership. [online].
London, Chartered Institute of Personnel and Development.
YUKL, Gary A. (2013). Leadership in organizations. [online]. Boston, [Mass.]; London,
Pearson.

Developing Personal and Professional Leadership Practice

5. BIBLIOGRAPHY
PATCHING, Keith (2007). Leadership, character and strategy: exploring diversity. [online].
Basingstoke, Palgrave Macmillan.
PINNOW, Daniel F. (2011). Leadership - what really matters: a handbook on systemic
leadership. [online]. Berlin, Heidelberg, Springer.
REES, W. David and PORTER, Christine, MSc (2008). Skills of management. [online].
London, Cengage Learning.
WESTERN, Simon (2013). Leadership: a critical text. [online]. Los Angeles, SAGE.

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