Achieving goals and objectives in a company are directly the responsibility of the team leader and the team. Most companies or corporate decide on their corporate objectives in advance. Before these objectives are translated into their various departments and each department achieves the desired results with the various performances objectives, procedures, controls and as per the organization detailing, the role of the leader becomes very important. The leader as demands, requests or orders the objective is to be achieved, the same is then achieved by the subordinates depending on various factors. In case the subordinates fail to achieve the objectives because of the nonperformance, non-commitment or by shear lack of interest in the Jobs, the objectives of the companies are not achieved. In that sense the leader has a role to play. He must demonstrate continuous motivation, control and inspire the followers to achieve results. Training programs in companies ensures leaders get to team achievements and the executives training makes the executives focus on activity and job completion daily. In case the team does not achieve objectives, the blame is then either pegged at the leader or lies with the team. Where the team does not cooperate or is not motivated or not paid enough to do jobs, chances are such teams will not achieve objectives. It is found that in some circumstances the charisma or the characteristics of the leader becomes more important to achieve the objectives. The leader could convince the team members with all his/her leadership qualities and high caliber and character to achieve objectives. Such inspirational leaders or motivational leaders are there in many companies, for such leaders, leadership comes naturally, or it comes through continuous observation of previous leaders or through training. As far as the executives are concerned, they are always subjected to various types of motivation which we all have learnt and been referred to in the management studies including theory X and theory Y.
Many companies in recent times have understood the importance of ethical management and employs leaders with impeccable qualities and experience. Companies today do not risk employing leaders with week capabilities. They need strong leaders who can shoulder the responsibility to take on regular task and expand operations. Leaders and department heads of companies know the level of motivation, satisfaction and why and how people work under them. They understand this because they themselves may have been employees as subordinates before. Also knowing the company’s history and its style of functioning enables such employees who become leaders to motivate the staff below. The quantum of work usually comes as a positive or negative for achieving objectives of the company. An ethical, moral and strong leader usually knows how to motivate his team and gets work done by allocating the right jobs to the right people and would summon resources whenever required for tasks that may be tough to handle. Such leaders may communicate excellently well with their management /bosses to ensure work never suffers and are focused on job completion all times. As companies expanded operations around the country and globally the management had to decentralize operations, giving away more power and decision-making authority to the centres far away from the headquarters. This resulted in either the branch heads taking advantage of the situation or being subservient to the management masters. Controlling large number of branches required great management process, sub leaders, excellent IT and engineering systems that support the management in the way they think, behave and work. Management meetings and conclusions meant processes and decisions for working better and delivering results as discussed, decided and dependent on best resources provided. In all this, communication was key. Not only the right message conveyed to concerned managers and staff was important, also with the minimum words and maximum impact needed to be achieved.
The companies of today recruit employees from various strata of society and from various economic levels of incomes. Companies have a very rigorous process of recruitment. Despite this, the companies fail to address the emotional quotient of the employees for various tasks that needs done. It is very important that company understand that the work it assigns the employees are of two types one where it is economically profitable the other one which is required to be done but may not be profitable. In such cases discerning employees and the leaders will always focus on activities which gives them profits, which directly impinges on the profitability of the company. When companies do not achieve their objectives and the desired profits the pressure is built on the teams and its leaders to find out reasons as to why there has been a variance in profits achieved. in such cases of a review of the work done or a review of the activities of the team and its members could come under severe strain. The employee may breakdown for reasons being- not able to handle the pressure or the reprimand by the boss etc. Hence the company typically train their managers to look into the ways and means to adopt different measures that will help the company to achieve objectives through dialogue before the project starts, continuous monitoring during the project and review on the project is done keeping in mind the various aspects of how or not the project could be completed. If companies believe a certain ethnic group or language-based group of a country, state, region is fit for a type of job, more are recruited in such teams. The reasons are many but dealing with emotional quotient of the employees then becomes easy.
