Question:
Discuss the personal skill set and knowledge to become an efficient CEO.
Answer:
It is a common factor we regularly found in organisational context across the world that people majorly accuses the CEO of an organisation is the major responsible person to know the answers for every different organisational issues and they could be the most significant person for taking the credits of success and also to bear the burden of failure (Krause & Semadeni, 2013).
Before engaging into the studies or this report even I used to think that a CEO or organisational leader must have adequate knowledge for answering every issue related to the organisational and industrial contexts. That is the reason even I think that I am highly inferior to perform the role of an organisational leaders in global aspects. The reason for which I used to think that I do not have the required skill set to become an efficient organisational leader or CEO in any global institution is my lack of awareness about the significant roles of a company leader or chief executive (Krause & Semadeni, 2014).
Similar to common people I used to think that a good chief executive in any global organisation must have the answers for every different organisational and industrial aspect and they must be able to have ready solutions for organisational issues based on their knowledge and experience (Krause & Semadeni, 2013). However, I never thought that if it is necessary for a person to gain all these skill sets then how several renowned leaders of global organisations achieved remarkable success while they have started as fresher. It could said that my lesser knowledge about the role and responsibilities of a global organisational leader restricted my confidence about being a good organisational leader and it also triggered my belief that I still do not have adequate skill set for becoming so as well (Van Wart, 2014).
However, based on my the studies and knowledge gained from the explanation of Sazena about the most significant skill set for an individual to become efficient organisational leader has changed my realisation of my abilities (Krause & Semadeni, 2014). According to Sazena it is wrong to expect answers for every different organisational aspect and issues from a CEO of an organisation as they are also human being and it is possible for a person to know everything about a certain industry especially on global aspects. According to Sazena the most significant skill set for becoming an efficient organisational leader or CEO a person must have three essential skills in his or her skill set and they are Listening, Sensing and Observing (Bao et al 2013).
Where listening indicates the abilities and patience of an organisational leader to listen the perspectives, issues and expectations of different stakeholders of the organisation he or she is leading (Van Wart, 2014). Sensing refers to the abilities of an organisational leader to be sensible enough for prioritising the justified expectations and needs of the significant stakeholders so that strategic approaches could be determined through including every different and significant stakeholder objectives. On the other hand, observing indicates the abilities of an organisational leader to observe the market and organisational situations for assessing the most appropriate organisational changes an also assessing the effectiveness and benefits of the implemented changes as well (Daft, 2014).
The same illustration about the required skill set to become an efficient organisational leader could also be observed from the illustrations of Drucker. According to Drucker, rather than trying to change own personality a person must realise his or her strengths so that those could be utilised in a better way for giving better outcomes at professional field (Drucker, 2005).
Assessment of the skill set or skill deficiencies of a person by others is not always justified as people judge a professional by his responses and outcomes at the professional field. Thus, if my colleagues are going to judge my skill set to be an organisational leader in future most of them would not be able to believe it as I do not have any relevant experience ad so-called skills (Bao et al 2013). However, based on my own perspectives I am a good listener, observer and sensible enough for becoming a prospective organisational leader in future and the most significant skill set which would be helping me through enhancing my strength are effective communicational skills. Analytical abilities, patience in challenging decision making situations, good sense of ethics, aggression for facing the challenges of a leader and good knowledge about business management (Lafley, 2009).
The required skill set which I would like to suggest to the director of my employing organisation for the next year professional development programme to outline the constraints of the international capacity of the organisation are provided in the blow table,
| Listening ability | Abilities of individual to listen to others perspectives so that realisation of individual could be enriched with diverse perspectives (Drucker, 2005). |
| Communication abilities | Abilities for communicating own views and perspectives to others without hesitation for the development of better understanding and coordination (Daft, 2014). |
| Training about industrial aspects | To enhance the abilities and analytical power of individuals for realising organisational issues and constraints on international context (Lafley, 2009). |
| Basic ethics | To have the courtesy for behaving with follower staffs with equal respect so that their respect and obedience could be gained (Daft, 2014). |
| Group communication abilities | Abilities to contribute for the betterment of the organisational outcomes through the development of team work and knowledge sharing abilities (Bao et al 2013). |
References
Lafley, A. G. (2009). What only the CEO can do. Harvard business review, 87(5), 54-62.
Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100-109.
Daft, R. (2014). The leadership experience. Cengage Learning.
Bao, G., Wang, X., Larsen, G. L., & Morgan, D. F. (2013). Beyond New Public Governance A Value-Based Global Framework for Performance Management, Governance, and Leadership. Administration & Society, 45(4), 443-467.
Van Wart, M. (2014). Leadership in public organizations: An introduction. Routledge.
Jayaraman, N., Nanda, V. K., & Ryan, H. E. (2015). Does Combining the CEO and Chair Roles Cause Firm Performance?. Georgia Tech Scheller College of Business Research Paper, (11).
Krause, R., & Semadeni, M. (2014). Last dance or second chance? Firm performance, CEO career horizon, and the separation of board leadership roles. Strategic Management Journal, 35(6), 808-825.
Krause, R., & Semadeni, M. (2013). Apprentice, departure, and demotion: An examination of the three types of CEO–board chair separation. Academy of Managem
