My Job as an Administrative Researcher in the Ministry of Environment
The ministry of environment was established so as to enhance efforts by United Arab Emirates (UAE) in addressing climate change problems. This could only be handled by implementing comprehensive policies and initiatives to mitigate and adapt to climate change and mainly to protect our environment. The ministry has between 600 and 1000 employees.
Working at the ministry of environment really was a good experience, but one must obviously expect to encounter one or two leadership issues. Good communication is very crucial for the good progress of organizations. When personality issues spill into communication, many don’t convey information and work stalls. The privilege of one being in a managerial ground should mean that you are free and always ready to hear questions by your employees rather than being that one who dominates every conversation. Poor communication really makes employees make statements instead of asking for guidance this way; they see things in more paranoid dimensions.
The attitude a manager brings into the work floor greatly impacts the productivity of the team. The negative attitude then is a common problem many leaders sometimes find it hard to deal with. A negative attitude may lead to out of control emotions or put off crucial decisions. Managers with such characters will fall flat to understand the disposition of their team members.
Analysis of leadership.
The ministry of environment aims at preserving the country’s natural resources and also keeping the environment clean. Therefore, leadership in this area requires one who has the capacity to influence and direct group effort towards the achievement of ministries set goals (George, 2003). Theories of effective leadership, however, are behavioral, contingency and the trait.
One perspective of an effective leadership behavior in the organization is changing. Achieving greater results above today. To get to where you want tomorrow, you need to perform more of what you perform today. Another perspective of leadership is the ‘whole brain leadership,’ leadership that which involves both the right and the left brain. The left brain is technical, and a good leader got to have technical leadership skills such as analysis, planning, process involvement and financial literacy. On the other hand, the right brain is the emotional type, that which contains traits like empathy, humility, intuition and humility. All these traits characterized by the left and right brain are crucial for a proper management of an organization.
To improve the organization’s leadership and management, a good leader must, foster a culture of accountability and also better understand the employees and team members so as to better their professional effectiveness and in the long run improve productivity (Fullan, 2002).
The key success factors that relate to organization’s leadership include: Developing people, strategic focus and the availability of physical resources. People in a working environment need direction, encouragement, and freedom. Leaders also need to focus on the organization’s greatest opportunities.
The first issue in the leadership and management of the organization in the lack of enough physical resources. Any organization needs capital so as to run effectively and achieve their goals. Social and political forces can affect the organization too (Bush, 2007). The organization’s leader needs to deal with crises succession and common annoyances by politicians that threaten the mission of the organization. Leaders too might have personal traits that interfere with their ability to achieve their goals.
Solutions to these challenges respectively include: Involving the government to help in funding, acknowledge the presence of political forces and come up with ways of not directly linking the organization to the political environment and leaders accepting the reality of their traits and work to change them.
The recommended solution to all of these issues is having a well-experienced leader in the industry and him who understands all these forces swaying the organization and is capable of guiding the organization into achieving their set mission.
References
Bush, T. (2007). Educational leadership and management: theory, policy, and practice. South African journal of education, 27(3), 391-406.
George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. John Wiley & Sons.
Fullan, M. (2002). Principals as leaders in a culture of change. Educational leadership, 59(8), 16-21.
