On the basis of the employee engagement survey, several
leadership behaviours are required in order to improve the
work environment, such as respecting the dignity as well as the
diversity of the workforce, behaving in an ethical manner, and
showcasing a commitment to help the employees fulfil their
personal and other responsibilities. A leader must also make
sure to create an inclusive environment where every single
employee is treated as a separate individual (Inceoglu et al.,
2018). A leader must extend proper support to the employees
and provide them with useful information so that their
performance could be improved. A sense of trust must be
created by the leader so that the employees would be able to
function in the work environment effectively (Inceoglu et al.,
2018).
A number of leadership skills could be recommended in the
organizational leader’s toolkit so that he identified leadership
behaviors could be developed. An important leadership skill is
the relationship-building ability. It would help to establish trust
with the employees and create a healthy working environment.
Another important leadership skill is integrity. This skill would
play a key role as it would ensure that a leader is able to give
due respect to the dignity of the staff members. He must have
the problem-solving ability so that he could extend proper
support and assistance to the workforce at the time of need.
Communication is also an important skill that a leader must
possess as it would help him to explain to the employees their
exact goals and objectives in the organization (Toor & Ofori,
2008). Researcher Dirani (2020) has suggested that leaders
must work on their skills and competencies so that human
resource development could be fostered and a healthy
environment could be created within the organization (Dirani et
al., 2020).
The improvements in the recommended leadership skills, as
well as behavior, could have a positive influence on the overall
organizational performance. The elements such as
communication, problem-solving, integrity, respect, and ethical
behavior could strengthen the work setting and act as a major
motivating factor for the employees. By using his skills and
demonstrating his leadership behavior, he would be able to
provide a sense of direction to the employees and influence
their performance (Rohana & Abdullah, 2017). By creating an
inclusive work environment, diverse ideas could be encouraged,
and the organization would be able to function and operate in
an innovative way. His slid commitment could further motivate
the employees to deliver better performance at the individual
level and contribute to the overall team or organizational
performance (Rohana & Abdullah, 2017).
References
Dirani, K. M., Abadi, M., Alizadeh, A., Barhate, B., Garza, R. C.,
Gunasekara, N., ... & Majzun, Z. (2020). Leadership competencies and
the essential role of human resource development in times of crisis: a
response to Covid-19 pandemic. Human Resource Development
International, 23(4), 380-394.
Gogoll, J., Zuber, N., Kacianka, S., Greger, T., Pretschner, A., & Nida-
Rümelin, J. (2021). Ethics in the Software Development Process: from
Codes of Conduct to Ethical Deliberation. Philosophy & Technology, 1-
24.
Inceoglu, I., Thomas, G., Chu, C., Plans, D., & Gerbasi, A. (2018).
Leadership behavior and employee well-being: An integrated review
and a future research agenda. The Leadership Quarterly, 29(1), 179-
202.
Lundin, J., & Lund, A. (2016). How technology affects project
management: A study within Swedish municipalities.
Rohana, N. S. M., & Abdullah, C. Z. (2017). Leadership competencies
and organizational performance: Review and proposed
framework. International Journal of Academic Research in Business and
Social Sciences, 7(8), 824-831.
Shylesh, S. (2017). A study of software development life cycle
process models. In National Conference on Reinventing Opportunities in
Management, IT, and Social Sciences (pp. 534-541).
System Development Life Cycle. System development life cycle.
(2022). Retrieved October 27, 2021, from
https://www.tutorialspoint.com/system_analysis_and_design/system
_analysis_and_design_development_life_cycle.htm.
Toor, S. U. R., & Ofori, G. (2008). Leadership versus management:
How they are different, and why. Leadership and Management in
Engineering, 8(2), 61-71.
Wood, J., & Silver, D. (1995). Joint application development. John
Wiley & Sons, Inc..
