Introduction
In the first place, it should be noted that leaders are not necessarily people who "were born with that gift", that is, it is perfectly possible that an individual can educate himself to be a leader, however, the factors that intervene decisively so that he can become an effective leader they are your own capabilities as well as your limitations.
It depends on the balance, personal development and effort of improvement that the individual makes - after analysis to know himself well and realize his potential and weaknesses.
Remembering the lively conferences of Miguel Ángel Cornejo Rosado, the necessary differentiation of terms and uses of the terms manage and direct comes to mind:
Manage means comply, assume or take with responsibility.
Leading means influencing, guiding in a certain direction, doing through others.
Says Cornejo: “the difference is crucial: efficient managers are people who do things well and leaders are people who do what is right; the manager is efficient, the leader is effective. "
In addition, the difference between leader and chief should be clear, since in general our idea of leaders is linked to those who led large contingents of soldiers in fierce battles that have filled the pages of many books.
For this, let us know some examples of the existing differences:
Boss
· Exists by authority.
· Consider authority a command privilege.
· Inspire fear.
· Knows how to do things.
· Says to one: Wow!
· Handle people as chips.
· Arrive on time.
· Assign homework.
Leader
· It exists out of goodwill.
· Consider authority a privilege of service.
· Inspire confidence.
· Teaches how to do things.
· Says to one: Let's go!
· Does not treat people as things.
· Arrive earlier.
· Set an example.
Therefore, we can observe that maintaining the condition of leader depends on his concern not only for himself as a person but on his interrelation with others and especially with his collaborators.
It is here where the starting point is marked for various concepts about leadership that various characters did at the time, emphasizing personal excellence and concern for others.
What can we observe today?
Today, leadership tends to transcend from the interrelation with individuals to an interrelation between people and institutions.
To build a model institution, concern for it must be the essential motive. Like people, institutions also need care. It requires not only interest and concern, but also sacrifice, knowledge and discipline.
Perhaps it is much easier to understand this approach in a small institution in which interpersonal treatment is daily, when on the contrary a large institution is seen as something impersonal, even cold.
We must be concerned and take care of the institution in which one works, which it owns, which provides services to it, which it directs, that is to say, of any institution that has contact with us.
For these considerations the communication of these precepts is of utmost importance. Leaders are generally good communicators, but it is also true that not all are as good as they think; Moreover, there are also those who speak more than they listen.
Today, due to this rapidly changing world, the most important role of a leader is to create the structures and processes that facilitate good communication between those who need to work together.
More alliances and changes in corporate culture are required to support the company's internal relationships as well as its relationships with suppliers and customers. This change in orientation takes us from a globally competitive model to a model that is both globally competitive and cooperative.
The problems or difficulties that arise for effective communication mark structural and mental gaps. In studies conducted, the interrelation scores between a large number of employees from two companies were compared. Both studies found low scores on dialogue deficits between managers and employees.
Both managers were equally disappointed, however the difference was in their reactions.
One of them saw the identification of his dialogue deficit as a challenge and called on his employees at all levels to dialogue and commit them to the objectives of the organization. The first meeting held was a success, as it allowed them to discover savings of a significant sum of money in projects that were already underway.
The other manager simply dropped the results of the study and soon after lost his position.
In this millennium, those who know how to "build bridges" for interrelationships, who help to make effective links are much more valuable in a world in which rapid change occurs.
The applications of the concepts released are applicable in different scenarios and cases, however, it should be noted that the contribution they can provide will be of great value in knowledge management, in the post-merger integration of organizations and in rationalization processes.
