Enhancing Leadership Skills

Refining the competencies necessary for enhancing one's leadership abilities.

Leadership development requires continuous growth and improvement throughout one's life - (Dr Claude H. A. Simpson)


Leadership development requires individuals to understand their strengths and weaknesses while actively seeking feedback from their peers and examining their personal experiences. To achieve leadership potential, one must develop the ability to express thoughts clearly and hone skills in listening and observing others. The aspiring leader must demonstrate fluent and clear speech while mastering communication skills. A person who aspires to become a leader needs to have intellectual ability and cultivate emotional intelligence as well. The leader needs to know how to connect and understand others, and how to manage their own emotions. They should be aware of how other people feel, as responding to others is vital to building good relationships.

Making decisions is the core of leadership. Leaders should improve their decision-making capabilities, evaluate possible choices while considering potential outcomes, and plan for necessary adjustments. Leaders should learn how to delegate tasks: Distribute assignments among team members while empowering them with responsibility and ownership. Leaders need to develop future visions and establish strategic plans that turn their visions into realities. Leaders must inspire their team to follow their example and actions. Create common goals and get the team involved. Leaders should remain flexible and open to change. A leader should embrace new ideas and approaches and be ready to pivot if necessary. Leaders should manage conflicts constructively: Focus on problem-solving, stay impartial, keep the team motivated, and create harmony. Staying in school and learning is important for leaders: They should invest in their personal and professional growth as leaders. They should stay up to date with trends in their industry, find themselves a mentor, and get the right training for the leadership position. Developing these skills is one thing. However, escort us to the most realistic part of our story, where the leader applies all the skills and qualities mentioned above. Developing the right skills and qualities helps the leader thrive in their own personal development, but it will not guarantee exceptional performance. If the leader wants to demonstrate to the team the right behaviors and values, they must show dedication, hard work, high ethical standards, necessary optimism, support their team, serve the organization and community, and so forth. That means walking the talk.

Self-Awareness - Emotionally intelligent leadership requires the ability to identify one's personal emotional condition. Leaders need to gain comprehensive insight into their strengths and areas for improvement in their leadership roles. Understanding your personal biases and limitations will enhance your decision-making ability. Understanding how your behavior affects others removes barriers to compassionate and effective communication. Leaders who demonstrate self-awareness can pinpoint their development needs, which leads to continuous advancement and personal development.

Communication - Effective communication is fundamental to becoming a better leader. When leaders can explain what should be done and how it should be accomplished, they ensure that their team is unified and working for a common goal. Clear communication reduces confusion, which increases efficiency. Open, honest, and transparent communication builds trust. Leaders who communicate openly create an atmosphere where team members know they are valued. Because team members may be more invested in the work, they are more likely to be engaged. This trust enables positive working relationships. Leaders who communicate effectively are more likely to inspire and motivate their teams. Great leaders use words, body language, and tone to create excitement and commitment. When leaders communicate with enthusiasm, they create the same energy and effort from their teams. By regularly sharing encouragement, providing recognition when appropriate, and providing constructive feedback, leaders can lift morale and productivity. Good communication is not just about what is communicated. It’s also about listening. Leaders who listen with intent, seeking to understand, will benefit from the feedback. This not only makes employees feel heard, but it also helps leaders make good decisions.

Leaders will at times manage conflict within teams. Superlative communicators use their ability to mediate conflicts among employees. By addressing issues calmly, initiating open dialogue, and ensuring that all parties are heard while maintaining their dignity and respect, issues are bound to be resolved before they escalate into further assaults on amity. A good leader knows that team members have individual tastes when it comes to communication; some people will respond to direct communication and strong language, while others may prefer a more amiable and affirming approach to conveying the same communication. A good leader must have the dexterity to communicate in a way that their audience will respond. To be an effective leader, a leader should fully utilize communication as a tool to help their team collaborate with each other, pool their resources, and form stronger bonds. To build an ethos where risk-taking can promote innovation, open communication must be actively encouraged. Leaders create a culture where team members are not afraid to speak up, communicate their ideas, and address problems that require collective problem-solving. It is well documented that a team member must be made to understand that they will receive negative or constructive feedback. It is expected that bona fide leaders incorporate feedback into their communication strategies. Effective feedback is key to employee growth and development. Feedback ensures that employees can use honest and constructive communication to analyze their performance and make meaningful improvements. Leaders who provide feedback in a considerate and thoughtful manner, while remaining specific to the areas of concern, are the ones who help their teammates improve. Such feeders often package their communications with respect, sincerity, positivity, and development (actualizing growth).

Communication is one of the crucial aspects for leading through change. The ability to communicate effectively is a fundamental component of guiding organizations through periods of change. Leaders must explain both the reasons behind changes and their specific outcomes to help their teams understand necessary adjustments. They must also use empathetic communication to minimize uncertainty and support smoother transitions. Leaders who show empathy and strong emotional intelligence can effectively monitor their own emotional states and team members' emotions. They are better able to understand the feelings within the team. On knowing these emotional flows, they can better communicate with their teams. Since they can pick up on the emotional needs, emotional communication thus becomes an inherent part of effective communication, as any good communicator needs to focus on both the task and relationship aspects of the communication. In essence, good communication helps the leader to articulate and share their vision, develop trust, organize and lead teams, and help in bringing an actionable direction to any course of action. Improving communication skills represents a crucial element in the path to leadership effectiveness and influence.

Emotional Intelligence - The widespread discussion of emotional intelligence (EI) or emotional quotient (EQ) in leadership circles stems from the expectation that leaders show emotional intelligence during work. Emotional intelligence (EI) depends on accurately perceiving emotions and understanding and managing personal and others' emotional states. The foundation of emotional intelligence lies in self-awareness, which manifests in leaders who develop emotional sensitivity and reduce impulsive reactions.
Self-awareness involves the quiet end of the spectrum of one’s emotions: that is, being aware of what is happening to you without necessarily acting out or feeling emotionally overwhelmed. Once a leader has mastered this state, he or she is less likely to fly off the handle or to panic when a situation turns sour; instead, he or she will make calmer and more reflective decisions than leaders who easily give in to impulsiveness or anxiety. The ability to identify what you are feeling and the source of these emotions equips leaders with a powerful means to recognize what is really happening to them at any given moment. Emotions convey information that helps us make informed, clear-headed decisions and to find better solutions to complex problems and situations. On the flip side, with an understanding of your emotions, it becomes easier to control them successfully and remain adept at managing them. At this juncture, factors such as your stress levels, the magnitude of the situation, and other specifics obviously play a role in modulating your emotional state.

Empathy is the innate ability to recognize and share the emotions of others. Empathetic leaders will connect more easily with team members, thereby better recognizing their needs and limitations. Doing so will deepen relationships, engender loyalty, and create a positive, supportive work environment. Similarly, empathy leads to better management of sensitive situations, like conflict resolution with sensitivity and understanding. Highly emotionally intelligent leaders will typically be highly motivated and will be able to channel their emotional drive and commit themselves wholeheartedly to their goals. They will also infect their teams with this sense of intrinsic motivation. Further, these leaders will be able to maintain optimism and positive attitudes in the face of organizational and staff challenges, and thus help to instill resilience and persistence in their teams. One quintessential component of emotional intelligence is strong interpersonal skills. Leaders with high interpersonal skills will be stronger managers of relationships, network builders, and rapport generators. They will be excellent communicators, skillful providers of qualities, and conductors of meetings. They will be strong negotiators and conflict mediators. With such skills, these leaders will help to foster collegiality and create an inclusive and engaging work environment. Highly emotionally intelligent leaders will be better able to manage workplace conflict. They will be able to navigate tense situations by understanding the emotions that lie beneath or within the surface, disarming any tension that may arise, and steering a conversation toward a constructive resolution. These leaders will turn their back on conflict-avoidance strategies and, instead, will incisively, calmly, and fairly address conflictual issues to facilitate a timely resolution – one that creates the least workplace disruption. Emotional intelligence enhances the leader’s ability to build trust. When these leaders are transparent, when they demonstrate empathy, and when they behave with integrity, then team members will feel safe to communicate with them, revealing their thoughts, concerns, and ideas. This trust will facilitate higher engagement, loyalty, and respect within teams.

Leaders with emotional intelligence are better at persuasion because they can engage people's emotional responses and logical thinking. These leaders demonstrate superior ability to understand other people's feelings and adjust their communication style to match. Emotional intelligence enables leaders to drive decision-making processes while obtaining support and guiding transformation initiatives. Leaders with emotional intelligence demonstrate greater agility and adaptability when facing change. Individuals with emotional intelligence monitor their reactions to fresh circumstances and adapt their responses effectively. This allows them to remain open to new ideas, keep their teams creative, and allow for innovation to flourish. And in a changing world, it can allow teams to feel more secure in novel or situationally shifting circumstances. Emotional intelligence helps foster a leader’s resilience. The ability to recognize and manage emotions allows for a more rapid recovery from failure or setbacks. This resilience means that the leader can tackle challenges directly and stay task-focused and upbeat in the face of things. This sets an example for teams to do the same. Leaders who demonstrate emotional intelligence generate a workplace atmosphere that is positive and engaging while improving overall effectiveness. Leaders who develop self-awareness and empathy alongside emotional understanding and social skills become more effective at inspiring and supporting their team development. High emotional intelligence in leaders results in sustainable success in team outcomes and personal leadership development.

Decision-Making - Good decisions make a good leader. Leaders must decide: what do we want to do? Who should we hire? How will we do this? This applies whether you’re leading a school or any other project, from writing a book to starting a restaurant. In all cases, the leader’s approach to decision-making shapes the outcome of the project. Readers want a book they’ll enjoy. Customers want a delicious meal. Students want a good school or teacher. Hence, leaders want to convince. Their decisions must be confident and timely. Firstly, when you’re leading, whether in a business or anything else, you must have data, and when you have data, you must read it. Sometimes, after you read it, you need to dig even more. It might feel overwhelming with information, but it’s essential to only consider pertinent information. Knowledge and understanding drive purpose and increase efficiency. Without such, poor choices can have large consequences. Trying to keep up in every minute. The secret is that no matter how much you do, it’ll never be enough as a leader; you can endlessly read data, investigate, and talk to others about solutions. You can even spend too much time analyzing decisions before ever making them. Time is precious and can be spent in so many ways. In this context, decision-making feels endless and overwhelming as a leader sometimes. But decisiveness keeps others’ confidence. The trust your team places in your final decisions depends on their promptness and action, since prolonged deliberation before decision-making creates separation from the team's objectives. Leadership requires you to accept both positive and negative outcomes from your decisions. People who blame others for failures instead of accepting responsibility may not have the qualities to lead a team effectively.

Leaders who empower their team members to make decisions demonstrate actual leadership effectiveness. Team ownership of decision-making processes creates an engaged team environment that establishes trust and accountability. By transferring decision-making responsibilities to team members, you assist leaders in their decision-making while enabling team members to develop their decision-making skills, which results in increased growth and participation. Great leaders can balance short-term decision-making with long-term goals. They recognize that some decisions provide immediate benefits but compromise future stability, while others require sacrifice in the short term but have major benefits in the long run. Striking a balance between these and weighing out potential immediate advances and remaining sustainable is an important component of being a leader. All great leaders make decisions based on the risks involved. They must assess what is at stake and decide what the likelihood is of achieving positive results while avoiding possible pitfalls. Great decision-makers are not risk-averse, but rather strategic risk-takers who carefully assess what is possible for the organization and then make the call on what would work.

Leadership is also an ongoing process of decision-making. This is because of the dynamic and fluid nature of a situation, or because leaders must be nimble in their approach to the demands of their role and the complexities of decision-making. A leader should be open to re-examining and changing course, if necessary, after deciding. A leader’s decisions should never be considered in a vacuum, as if they had no impact on the present or future; a leader cannot decide and then just move on. The adaptive decisionmaker will humbly reopen what has been closed if informed that the conditions have so changed that the decision was no longer a sound or sustainable one. Ethical decision-making is vital in building trust and credibility by ensuring that the leader is considering the moral and ethical implications of a decision as they pertain to the organization. Are there ethically or morally wrong outcomes? Should your team be living with the fact that what they’re being asked to do for the company is indeed ‘not a pretty or right thing to do’? If the values of a company are long-term sustainability and the improvement of quality in every aspect of operations, why would a leader ignore what is both ethical and consistent with the underlying values? My guess is that your team would respect such leadership, right? Next, let us consider how a leader can cultivate a reputation of integrity by using ethical decision-making skills. Such leadership would curry favor with one’s following and not lead to broken trust. It is crucial that, especially when faced with desperate and unpalatable options, your leaders practice their moral reasoning skills – which would certainly enhance their moral dilemma-solving capacity – in their mission to lead and manage more ethically! Was the team consulted about the decision? Involving others creates stronger buy-in to the decision-making process and, what’s more, it allows for a thorough consideration of diverse views that might not have been considered beforehand. And, on the other side of the process, what is gained is often a better decision!

Emotionally intelligent leaders are mindful of their decision-making process, bringing empathy, self-awareness, and emotional regulation into the equation. In planning, a leader who is attuned to these sensitivities might also be able to profile the implementation of that decision in human terms – the emotions and reactions to employees who must internalize that decision. This helps leaders to reason through how to make rational business sense while also recognizing and cultivating an empathetic and compassionate approach, which ultimately boosts morale and a team dynamic. No leader will make perfectly smart choices all the time. But what distinguishes great leaders is their aptitude to learn and improve based on what they learned from bad decisions. Leaders who reflect on poor decision-making in a negative light (they beat themselves up) and never discuss lessons learned with their teams are, at best, falling short as leaders, as they appear inflexible in the face of assessing their own abilities. When leaders pause, reflect, and overtly discuss how they might have improved a decision, based on hindsight, they improve their capacity to learn from, improve, and repeat (or not repeat) the decision process while also modelling psychological safety as a leader – that it’s okay to make a misstep. One of the most critical facets of learning organization theory as it applies to effective leadership is the communication after a decision. Effective leaders communicate the rationale for the decision so that everyone understands why they made that decision, what they expect before and after it, and what the outcomes might be. This helps to build buy-in as initiatives are being explored at a team level. Transparent communication with clarity of purpose also helps to avoid missteps with poorly understood expectations or interpretations that could thwart execution and make the entire process look haphazard. Leadership decisions are frequently made during moments of crisis. Strong leadership is needed most during times of pressure, as leaders tend to shape processes under duress. We have learned from years of studying human performance that, under pressure, leaders will either succumb to their worst habits or show their true, empowered leadership stripes. Great leaders are rational and logical when the stakes are high. They don’t get caught up in the game of life and instead forge on through the fear to make reasoned decisions grounded in data and logic under stress.

Vision and Strategy – Vision and Strategy are the two key leadership qualities that all effective leaders must possess in abundance. A good leader’s ability to create and communicate a vision coupled with an actionable strategy are key component to organizational success and helps to motivate teams to realize their full potential. Vision is the roadmap for where a leader visualizes the team or organization moving forward. It’s the future painted through the leader’s vision that creates confidence and motivation within others. The vision must be clear, inspiring, ambitious, thought to the long term and contain the organization’s values. A vision gives the team an idea of where they are willing to take the organization, creating validations and clarity of purpose. The vision helps the team to understand what they are working towards and why they are doing it. Strategy is how a leader transforms their vision into action. The strategy is designed with key goals that have a clear focus in mind and are achievable. The strategy is what helps to translate the larger vision into something concrete to achieve. For example, if a leader’s vision is to double the size of the organization in the next five years, the strategy would be what helps to figure out how to achieve that outcome. The strategy helps to break down the broad vision into smaller, achievable tasks. Rather than having a broad vision, having many strategic goals will help everyone understand the smaller steps to get to the ultimate bigger picture. A good leader’s vision and strategy ensure that the entire organization is aligned with the same goals. This helps to avoid confusion, congestion of resources moving in all directions, and, most importantly, it ensures that everyone is pulling the same rope in the right direction. Teams that are aligned with the organizational vision and strategy will be more productive and efficient, thus helping the organization to move forward as a whole.

A great vision inspires teams. When leaders communicate an inspiring vision, it is something to which team members can believe in and aspire. People engage more deeply with ideas and concepts when they feel as though they are in service of something bigger than themselves. Leaders who use this vision to energize and inspire their team members create a powerful sense of shared purpose and excitement for how to accomplish the goals. The best leaders understand that vision and strategy need to be responsive and adjustable. As the external environment evolves, as market trends shift, and as key needs of an organization change, a great leader must be able to adjust his or her vision and strategy for success. Through this responsiveness, a leader can stay relevant and continue to build the business and team members for long-term resilience and success. Visionary leaders think long-term. A great leader develops a vision or an enduring success mindset that is ultimately the roadmap to the future. We’re not talking about an unstructured vision that comes and goes, but rather, a vision that can be encouraged and inspired to grow long-term and become a sustainable business strategy. Great leaders build a roadmap for where they anticipate being in the future, as well as how they plan to develop and improve along the way. This vision is most often tied to innovation (capturing the future), growth (continuously improving to meet or exceed customer – or stakeholder – needs), and leadership (demonstrating and inspiring others to create a culture that is willing to think and act differently to remain relevant and competitive). This long-term vision will develop an enduring success strategy that becomes the blueprint for how the daily vision and short-term priorities become a scaffolding for long-term thinking and success. Communication is an important bridge between what a leader envisions and the actions that are required to get there. Great leaders can communicate their vision and their strategy clearly and constantly to their teams. They make sure that everyone not only knows what the vision is, but they also understand why it is important. Great communicators of vision ensure that their teams are more likely to embrace the vision, stay focused on the strategy to accomplish the vision, and develop a sense of responsibility for owning what they need to do well to help the business and team members succeed.

The vision and strategy are only half the battle. Great leaders need to be execution-oriented, too. Leaders ensure that their strategies can be carried out by providing clear priorities and roles, and by making sure that they have the necessary resources at hand. Plans can immediately become obsolete with changes in the marketplace. To maintain relevance, make sure to communicate strategic changes as needed throughout the execution phase, taking time to solicit questions and concerns. Embrace and manage the inevitable adjustments to the plan as circumstances change. Provide opportunities for ‘course-correction’ when a path is not working, and show accountability to the plan, and, in doing so, you generate team trust in your leadership. Having a broad, compelling vision often means you want to drive innovation or transformation. Visionary leaders challenge their teams to think innovatively, to seek out new ways to solve problems, improve processes or deliver value. A culture of innovation empowers leaders to remain competitive and prepared for the changing marketplace. Great leaders also understand that they cannot achieve their vision alone. They push others to develop leadership skills – not because they want to replace themselves, but because they want to multiply their leadership and involve others in the vision, strategy, and ultimately the execution. The vision, strategy, and execution should be shared with as many as possible, so that others own the vision and strategy both in execution and growth. Working in teams means that obstacles and challenges are also inevitable. A clear vision and strategy provide leaders and teams with a solid base and clear sense of direction, so that when obstacles surface, there is a clearer path forward. When things aren’t going as planned, a strong vision helps leaders keep the team focused on the long-term goal and adjust the strategy accordingly to keep on track. An essential way to measure success is through the organization’s vision. Great leaders develop key performance indicators (KPIs) or milestones in relation to that vision and track their progress in line with it. Regularly looking at the metrics allows leaders to assess whether the strategy is working, and, if not, to make the necessary changes to stay on track. Vision and strategy cannot be disconnected when considering great leaders. Strong leaders who craft a compelling vision, then create a clear, actionable strategy, not only set a pathway for organizational success; they also inspire and engage others with a clear framework of their purpose and direction. By communicating this clearly, being adaptable, and carrying out the vision and strategy, leaders who emphasize vision and strategy are a driving force for long-term, innovative, resilient growth.

Conflict Resolution - Resolving conflict is an important component of leadership. Conflict inevitably arises in an organization or a team. Therefore, how a leader deals with conflict is a good indicator of their ability to manage their team. “Conflicts are an integral part of the functioning and development of any team. The existence of people with various views, cultural backgrounds, and mentalities creates the basis for the clash of interests and views on a particular issue. Thus, conflict might result in the significant deterioration of the team’s effectiveness and its inability to attain existing goals. At the same time, effective conflict management and resolution might lead to improving the cooperation between individuals and ensuring they acquire an enhanced understanding of their basic needs and how to cooperate to avoid similar issues in the future. For this reason, in the healthcare sector, successful conflict management is the key to building high-performance teams and ensuring the high quality of care and offered services” (Simpson, 2024, p.90).

If a leader is effective in conflict resolution, it contributes to better team cohesion, productivity, and morale. A more positive environment is created for those who work hard to achieve success, and a leader’s credibility is bolstered. The ability of a leader to resolve conflict helps to maintain harmony within the team. If conflicts are addressed quickly and fairly, leaders can stay on top of problems that may escalate. This helps to maintain relationships within the team and prevent conflicts from becoming bigger. Team members gain confidence that their concerns are addressed promptly, and the team stays focused on its goals and responsibilities. A leader who demonstrates transparency and fairness also builds the trust of the team. If employees know that if they share their concerns, their leader will handle it in an unbiased way, they’re more likely to feel comfortable being open and honest about their thoughts and opinions. This helps to promote a positive working environment and ensures that employees are more likely to trust the leader. All these things promote effective conflict resolution and, ultimately, long-term team success. Open and honest communication is key to resolving conflict effectively. If leaders are vocal about the benefits of dialogue, it makes it easier for employees to speak out. This helps to reduce the potential for miscommunication and misunderstandings that can arise if people hold back their thoughts and concerns. A leader who encourages open communication builds a team environment where employees are more comfortable sharing their thoughts and concerns. This leads to a more collaborative and transparent team. Great leaders use conflict as an opportunity to listen. By listening to each side of an argument, a leader can assess the true cause of the conflict and find a solution that works for everyone. This approach minimizes tension and allows team members to gain some perspective. Resolving conflicts with respect for all parties involved can lead to more mutual respect going forward. When resolving conflict, the best leaders do not get caught up in the situation. Each conflict is different, so it’s important to always be impartial. This will ensure that team members feel that their concerns are valued equally, which helps to resolve conflict more effectively.

Effective leaders work towards solutions that satisfy everyone’s needs. Great leaders reject the zero-sum mindsets and strive for win-win solutions in which no one feels silenced or ignored, but instead everyone’s feelings are heard and respected. When issues are framed as opportunities for collaborative solutions, everyone wins. Conflict situations are charged with emotion, but emotionally intelligent leaders are cool, calm, and collected. By regulating their own emotions and helping others do likewise, leaders can calm anger, avoid escalating hostilities, and set the stage for rational conversation. Basic emotion regulation helps leaders steer conflict discussions down constructive paths. To do so, effective leaders maintain their focus on the issue at hand, not on people who are seen as more difficult or less likable. For example, when I ask participants how they view conflicts between individuals and groups, they often respond that conflict is about disagreement, but it’s also about negotiation skills, adaptability, and finding solutions. By framing conflict as an opportunity for groups to work together to solve problems, leaders can encourage all parties to actively participate, rather than withdraw or lash out. Not only can reframing conflict help teams constructively navigate tense situations, but it also helps them build skills that ultimately prevent such conflicts from arising in the first place. For example, suppose that one’s team is pulling in different directions, with some members rebelling against your authority and others being reluctant to collaborate.

Leaders who manage a conflict successfully are likely to spot patterns or root causes that could be the source of the conflict. By working on those issues, they can avoid a recurring conflict in the future. Plus, leaders who foster open communication and collaboration and build trust are putting themselves in a position to avoid future conflicts more easily. Every time there’s a conflict, there’s an opportunity for learning. The leader who uses conflict resolution as a reflective learning event can help grow his or her team. From ‘How does the team work together?’ to ‘Should we have made a different decision or communicated differently?’, the opportunity to reflect on the situation can be valuable. Here are a few typical questions leaders face during conflict that could be turned into learning opportunities: Is this a pattern that requires addressing? Are there skill deficits or inadequate knowledge that led to the conflict? How do we address these so we don’t experience them again? Was there confusion around roles, responsibilities, or expectations that contributed to the issue? How can we make sure it doesn’t happen again? Did? Why did this happen? Was there an information-gap that could have been avoided? How can we avoid a similar issue in the future? The impact of conflict resolution on leaders’ resilience is critical. When leaders learn to move from a conflict resolution mindset to a conflict management mindset, they will increase their own ability to be resilient. Conflict management builds competence, and competence increases confidence. Leaders who are confident in managing conflicts will feel more equipped to manage the inevitable future conflicts that arise. Leaders who successfully manage conflicts do so in ways that model the kind of behavior they want to see in their team. When leaders can handle a conflict in ways that are professional and demonstrate a level of care for the people involved, they are role-modelling positive conflict resolution processes. They are modelling calm, respectful, and solution-oriented behaviors. They are modelling respect, accountability, and collaboration. They are modelling how to communicate directly, constructively, and kindly. They are openly stating that conflict is normal and, when handled well, can be a great gift. They are creating a working environment where the value of open communication can be realized. They are investing in the relationships they have with their team. None of this happens or works if leaders are perfectionists or avoidant. Conflict resolution is an essential skill that leaders need for the purpose of keeping their teams cohesive, trusting, and productive. With the right approach and competence, leaders can improve their teams’ and their own productivity by being present, listening actively and impartially, approaching messages and conversations with empathy, and building problem-solving skills in both the leader and the team.

Reference

Simpson, C. H. A. (2024). Organizational Leadership and Strategic Management. Available from: https://www.amazon.com/Organizational-Leadership-Strategic-Management/dp/B0D2P2R...