Key ways in which leaders can develop appropriate skills
The appropriate skills that leaders need to develop are brought because of willingness and an ability to learn. This is more so true in the current world structure that is filled with uncertainty and rapid change. The most effective leaders are quite flexible such that they can alter their behaviors as change occurs in their world. The relevant combination to learn the tools of the trade most of often are transmitted through formal training. The person’s personality and motivation to learn new skills also factor a lot in the equation.
Advantages of 360-degree feedback
The multi source feedback is also known as 360-degree feedback in some circles. It refers to the giving of praise to a person of stature such as a manager from some derived categories of people such as subordinates, or supervisors working within or without the organization. At the present, it is becoming obvious that 360-degree feedback is more effective as compared to single source assessment (Fleenor and Prince, 1997). These assessments offer more perspectives by which an individual can be judged based on skills and performance. Similarly, multi source assessments alleviate some of the deficiencies evident in top-down single source assessments.
“Australian culture” dimensions
When it comes to culture, the differences recorded in many places depend on some variables including religion, as well as leadership beliefs and differences. These differences were based on clusters found among effective leadership. For example when it comes to cultures such as Germanic and Anglo cultures, they consider participative leadership as favorable (Gary, 2003). Showing humane concern for others is more important in cultures such as Southern Asian and sub Saharan as compared to Germanic tribes. Australia belongs to the Anglo cultures that correspond to Germanic culture.
Fleenor. J. W. & Prince. J. M. (1997). Using 360-degree feedback in organizations. Center for
Creative leadership. www.ccl.org. Greensboro. North Carolina. Press.
Gary. Y. (2003). Leadership in organizations. Seventh edition. University at Albany. London:
Oxford University Press. Press.