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LEADERSHIP COMPETENCIES
LEADERSHIP COMPETENCIES
the individual and the organization as a whole. Providing feedback requires a leader to become
proficient in discussing both positive aspects of performance as well as areas for potential
improvement. Gilstrap, White, and Spradlin (2015) discuss the importance of transparent
communication within nonprofit organizations and how it can influence the level of trust or buyin that is given by employees. This open and transparent communication is valued by employees
because it provides them with the positive and negative aspects of what is going on within the
organization and helps them feel better informed and more involved overall.
Small organizations require their staff to work closely together in order to achieve desired
outcomes. Working closely requires a great deal of collaboration. Great leaders are effective
collaborators and know how to bring their staff together and keep them engaged in their work.
Leaders within small organization are able to see the big picture and make sure that everyone is
working toward a common goal. Involving staff members in planning or decision making
processes is a great way for leaders to collaborate with their staff. Dubrin (2016) states that
participative leaders allow their staff to partake in the decision making process. Participative
leaders discuss decisions with frontline staff as they are often the ones that have more hands-on
knowledge regarding the product or service in question. This collaboration helps to solidify the
value of the individual workers to both the leader and the organization.
While a participative leadership style may be more commonly accepted in a modern
workplace (Dubrin, 2016), it is advantageous for leaders in small or nonprofit organizations to
develop their motivation, communication, and collaboration skills. The ability to motivate,
effectively communicate both the good and bad, along with collaboration skills allow a leader to
be flexible and make adjustments as needed in order to accomplish the organizational goals.
LEADERSHIP COMPETENCIES
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References
Dubrin, A. J. (2016). Leadership: Research findings, practice, and skills. Boston, MA: Cengage
Learning.
Gilstrap, C., White, Z. M., & Spradlin, A. (2015). Authentic leadership communication:
Nonprofit leaders and the constituted self. The Journal of Nonprofit Education and
Leadership, 5(2). 47-67. Retrieved from
http://search.proquest.com/docview/1730195112?accountid=28644
Savage-Austin, A., & Honeycutt, A. (2011). Servant leadership: A phenomenological study of
practices, experiences, organizational effectiveness, and barriers. Journal of Business &
Economics Research, 9(1), 49-54. Retrieved from
http://search.proquest.com/docview/848788676?accountid=28644