Tariq Mahmood Awan
The significance of a courteous, caring and motivating head of the organization for the productivity of the organization is critical and can be evaluated from different perspectives. From a psychological perspective, a courteous, caring and motivating head of the organization can create a positive work environment that fosters employee well-being, satisfaction and engagement. A respectful, supportive and inspiring leader can build trust, loyalty and commitment among the employees, which can reduce turnover, absenteeism and conflict. An empathetic, compassionate and understanding leader can also enable the employees to cope with stress, challenges and difficulties, enhancing their resilience, mental health and performance.
From a behavioural perspective, a courteous, caring and motivating head of the organization can influence the employees’ actions, attitudes and outcomes. A polite, kind and encouraging leader can model and reinforce desirable behaviours such as cooperation, collaboration and communication, which can improve teamwork, coordination and quality. An appreciative, rewarding and empowering leader can also stimulate the employees’ motivation, creativity and innovation, increasing productivity, efficiency and competitiveness.
From a strategic perspective, a courteous, caring and motivating head of the organization can align the employees’ goals, values and vision with the organization’s mission, objectives and strategy. A clear, consistent and coherent leader can communicate and implement the organizational plans, policies and procedures effectively and efficiently. A leader who is visionary, ambitious and challenging can also set and monitor the organizational standards, expectations and performance indicators, which can ensure accountability, quality and excellence.
However, organizationally, it has been problematic where seniors and juniors need to develop workable relations to ensure organizational performance. Juniors and other staff can ensure seniors and the head of the organization remain courteous and inspire leadership. Juniors and staff can offer honest and respectful feedback to their seniors and leaders on their performance, behaviour and impact. Feedback can help seniors and leaders identify their strengths and areas of improvement and appreciate the perspectives and needs of their subordinates. Accordingly, feedback can be given in formal or informal settings, such as performance reviews, meetings, surveys or casual conversations.
Juniors and staff can also recognize and appreciate their seniors’ and leaders’ efforts, achievements and contributions. Recognition and appreciation can boost the morale, confidence and motivation of seniors and leaders and reinforce their positive actions and attitudes. Recognition and appreciation can be expressed in various ways, such as verbal praise, written notes, awards or rewards. Juniors and staff can also support and cooperate with their seniors and leaders to achieve organizational goals, values and vision. Support and cooperation can demonstrate the trust, loyalty and commitment of juniors and staff to their seniors and leaders and foster a culture of collaboration and communication. Support and cooperation can be shown in various ways, such as following instructions, sharing ideas, solving problems or taking initiative.
Juniors and staff can also challenge and inspire their seniors and leaders to grow, learn and innovate. Challenge and inspiration can stimulate the curiosity, creativity and ambition of seniors and leaders and encourage them to take on bold missions and hold themselves accountable for results. Challenges and inspiration can be delivered in various ways, such as by asking questions, proposing solutions, setting examples or sharing stories.
Seniors should provide clear instructions, guidance and feedback to their juniors and offer them opportunities for training, development and mentoring. This can help juniors learn, grow and perform better. Seniors should show respect, kindness and appreciation to their juniors and support them in coping with stress, challenges and difficulties. This can help juniors feel valued, satisfied and motivated. Seniors should give their juniors some autonomy, authority and accountability for their work and solicit their ideas, opinions and feedback. This can help juniors develop confidence, creativity and innovation.
Pakistan has inherited a colonial model of public administration. Accordingly, bureaucrats are trained to quell administratively rather than inspire. Their philosophy is fear, intimidation, explanations, probes, enquiries, and maintaining a sustainable fear among juniors and staff members. They are not trained to talk courteously and inspire leadership. It is one of the fundamental flaws in their training. Therefore, public organizations are developing more stress, strain and anxiety. Accordingly, there is a need to train and prepare seniors to behave like humans and inspire leadership, as has been a part of corporate sectors.
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