The functions that a leader must fulfill are duly determined in the relevant statutes and regulations, however, in general terms, six functions that the leader must fulfill are clearly identified within the leadership, regardless of the characteristics and type of association.
1. Function of directing and directing
It consists of the exercise of leadership to lead the processes, guiding the staff on the right path and coordinating each activity so that everyone walks the set path.
The leader guides associates for work based on the organization's line, and for this, he maintains permanent communication and links with the managers. This way, you can suggest ideas to solve problems and achieve objectives. In this part, it should be kept in mind that orientation generates better results when it comes to issues that interest the majority.
2. Function of participating and delegating
It refers to the leading role played by the leader in carrying out the activity, not only guiding staff, but also complying with part of the program. When the main leader participates in the tasks, the group develops a high level of motivation for work.
This style of leadership facilitates interpersonal relationships and increases the level of trust between the members and the leader, however, if they do not distribute their time equally, the leader will find limitations to attend to other responsibilities. Therefore, it is necessary to have good planning, establishing the key moments for their participation, since it is not necessary for the leader to attend the activity at all times.
With regard to the delegation, this constitutes an essential element of motivation, because it grants the possibility of making decisions, of directing a task, of making contacts. When delegated power is decentralized, confidence is shown in the delegates, the same who test their knowledge and emotionally demonstrate their skills.
The delegation allows the leader to renew their energies and focus on other ambitious projects, this does not mean that only less important tasks are delegated, some collaborators must have the opportunity to carry out great works, thus they will feel more satisfied. It is recommended that the leader does not delegate activities that he himself would not like to carry out, but should be discussed in the group to reach consensus.
The person who delegates understands that they do not necessarily have to do and be in everything, it is humanly impossible for them, and if they do not learn to distribute the tasks, they will soon feel extremely tired and will obviously be the organization that supports the negative effects of this style of leadership.. And of course, you must learn to delegate, because it is not a matter of assigning functions without taking into account some elements such as: the delegate's skills and interests, his available time, the results in another previous responsibility and the characteristics of the collaborators.
When delegating, the first thing you should do is verify that the delegate has understood well what your work consists of, if you have any doubts, proceed to clarify them all, precisely defining the activity. Mechanisms for monitoring and occasional accompaniment, coordination methods, deadlines for periodic review and evaluation of results must be established from the beginning. Delegates alone should not make adjustments to the programs, they must have the approval of whoever gave the responsibility. This is the only way to guarantee the complete fulfillment of the objective.
A role similar to that performed by the technical director of a soccer team could be fulfilled, where each player is given a specific function, clearly establishing the strategy for the team and the player's task. And despite taking all the measures for the game, the technical director is present throughout the game and if he observes that someone fails motivates him or otherwise he decides to replace him. Then be like a technical director in search of success.
3. Function of consulting and deciding
The decision constitutes a resolution that is adopted against other possible alternatives, once it is resolved, effective compliance is provided, becoming for those who must execute the resolution a mandate. The consultation refers to asking for advice, researching documents or examining with other people a specific topic to choose the best decision.
Every decision produces effects, whether positive or negative, of lesser or greater scope, depending on the matter being resolved, therefore it is essential to learn to decide. A wrong decision can carry serious risks for those who make it and for those involved, considering that certain matters are not susceptible of being redressed after taking any action. So what to do to make a correct decision?
For decision-making, it is crucial to keep in mind the principles of the organization, the objectives and programs, as well as the current conditions in which it operates, so it will not cause harmful affects. Having considered these fundamental elements, take into account the following:
a) The consultation. Every leader has the ability to decide according to the established powers, however, there are issues that require consultation, either because of their importance or because of their complexity. When the leader solicits opinions, seeks information or submits an issue for consideration, at no time does he lose authority, on the contrary, he gains credibility and support. We cannot forget that when people feel involved and part of the decision, they commit themselves with greater force to respect and fulfill what has been resolved.
To make a suitable consultation, do not suggest the alternatives that could be adopted, but instead discuss the matter and seek the opinions of those with more experience, even experts in the matter if necessary, they would guarantee more accurate information.
b) Research and reading. They are instruments that serve to enrich knowledge, if you ignore certain aspects, you do not have what is necessary to decide, in such a way that you do not waste time in vain, develop your knowledge through research, because “to investigate is to scrutinize depth to know and proceed ”.
c) Doubt. It is possible that at the moment of solving you have doubts about certain information and are not sure of the decision to be made, when this happens do not rush to solve lightly, do not take risks, preferably take your time and get advice by asking all possible questions. When you are completely sure, make the right decision.
d) Solve in groups. Making decisions in group has certain advantages, you can obtain information that you did not know and receive different points of view. Participants feel committed to driving readiness. But there are also some disadvantages, since they demand more time, there is the risk of being pressured or that some manipulate the opinion of the rest in advance.
Undoubtedly, each leader will select the most appropriate path to fulfill this function.
To decide do not forget to keep in mind:
- The raison d'être of the organization; The background of the problem to be solved; The interests of the people who provided the information; and, The benefit to be obtained and the possible disadvantages.
4. Function of forecasting and planning
Foreseeing means seeing ahead of the coming events, for this it is not necessary to be a fortune teller or consult one of them, what is required is to carry out a historical study and then an analysis of current events, combining this with the organization's project and its visionary capacity as leader, you will be able to determine what is to come for the members and the organization in the future. In reality, there are various signs that alone tell us about future threats.
Having developed our capacity to foresee, we can then plan what we are going to do and how to do it. Planning is nothing more than establishing objectives, activities, mechanisms, resources and deadlines. Every program must be prepared looking forward.
5. Accountability function
Accountability is a procedure with different methodologies that helps us to inform everyone of the actions and results of fulfilling responsibilities. It does not demonstrate submission of one will to another, but it shows the transparency with which we act, and the respect that we have for the right of others to know and express an opinion.
Accountability allows us to:
- Do and demonstrate that everything was done with transparency, without falling into demagoguery; Comply with the proclaimed proposals and place the achievements in the care of others; and, Put the work done on trial, assuming criticism and praise.
In order to render accounts, recourse is made to entities such as the press, radio, television and the internal information media, although through these spaces the people for whom we work very rarely have the possibility of expressing their criteria. There are other means such as the general or representative assembly, as well as sectoral meetings; These mechanisms provide opportunities for direct debate between the leader and associates, which is more effective in judging the work accomplished.
6. Management Function
It is the ability to seek and obtain the resources you need to fulfill your role. To manage requires a certain level of authority and prestige, this predisposes the people or institutions that will receive their requests.
Do not confuse management with the concession, since there are people who have the unethical habit of asking for something in return when they are asked for some type of help. The leader must not submit to conditions that threaten the autonomy of his organization and its managers.
