For a business to run effectively, requires cooperation between employees and managers irrespective of rank and qualification. Firstly, employees should learn to respect the management of a firm always. Similarly, leaders should treat all the employees with respect if they want a productive workforce. Notably, the main lifeline of a business is how leadership conducts its operations. Managers play a crucial role in determining the performance of any organization by maintaining an ethical culture and portraying popular personality types.
Ethics and culture
An ethical culture is a critical element that managers should consider in any business that intends to succeed eventually. An organization whose leaders ignore the principles of ethics is bound to experience challenges like misappropriated assets and forged financial statements. As a result, the company could lose its value and collapse in the end (Schwartz, 2013). Managers can enforce an ethical culture at work through improving communication, accountability, and commitment. The leaders and workforce of a firm should be committed at work, accountable for any actions and communicate effectively (Schwartz, 2013). Consequently, managers should start an ethics program where leaders and employees can learn and appreciate the importance of a principled culture. Indeed, ethical culture is a primary factor that leaders should instill if they want to run a successful business.
Personality factors and types
Business leaders have to possess several essential personality types if they want to run a successful company. Firstly, a manager should be fair to the employees despite the rank or contribution to the organization. Fairness reduces employee frustrations especially if the manager has no favorites at work—all employees get equal opportunities (Greasley & Bocârnea, 2014). Secondly, leaders should be empathetic towards all employees at work. The manager should appreciate every employee’s strengths and weaknesses and reason with them accordingly. As a result, employees will perform optimally in the firm because they feel appreciated. Thirdly, the manager should have a positive attitude especially during challenging circumstances at the company (Greasley & Bocârnea, 2014). Similarly, a positive attitude encourages employees to see the challenge an opportunity to overcome it and emerge victoriously. Indeed, an ambitious leader should be fair, empathetic and have a positive attitude if they want to be prosperous.
As a leader, it could be hard to run a successful business because of some of my character traits. Primarily, it is tough for me to be an empathetic manager whenever necessary. I am slow at identifying the strengths and weaknesses of a person, which could affect the way I treat employees. Similarly, I could be a weak leader because I tend to have a negative attitude whenever I face a challenging situation (Greasley& Bocârnea, 2014). The fear of failing during a challenge overwhelms the need to succeed. Consequently, these two weaknesses could lead to the downfall of a firm that depends on my leadership. However, refining these personality factors could increase the probability of running a thriving company.
The success of any organization depends on the type of leaders that manage its affairs. Managers that instill an ethical culture in a firm have a high probability of running a successful firm. Additionally, an ethical culture increases accountability, communication, and commitment to a company.Moreover, for a business to be productive, the leader of an institution should have a good personality. The necessary personal traits include fairness, empathy, and positive attitude. As a result, ambitious managers should improve the necessary personality types and impart an ethical culture always.
Greasley, P. E., & Bocârnea, M. C. (2014). The relationship between personality type and the servant leadership characteristic of empowerment. Procedia-Social and Behavioral Sciences, 124, 11-19.
Schwartz, M. S. (2013). Developing and sustaining an ethical corporate culture: The core elements. Business Horizons, 56(1), 39-50.
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