Leadership Techniques to Develop Employee Morale

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Leadership techniques to develop employee morale as it relates to interpersonal skills

Introduction
From centuries, good leadership has played an important role in any group, team, and organization. An ethical leader with strong interpersonal skills is vital to any organization that values employee morale and wants to ensure customer satisfaction. Good leadership skills are like the fuel to the engine of a train, if you use bad fuel the engine eventually breaks down and the passengers are unhappy. If you use premium fuel, the engine has longevity, runs smooth, gets to the destination faster, and the passengers feel happy and satisfied. If you use bad fuel the train never reaches its full potential.

Interpersonal skills are one of the core elements of a good leader as well as a good employee. Due to good interpersonal skills only, a leader becomes a leader as it helps him or her to win confidence and faith of the team members. “Morale” can be referred to as the spirit of an individual or group as shown in the willingness to perform assigned tasks. Morale can also be described as a state of mind, mood or mental condition. Employee Morale has a direct impact on productivity of an organization. The best way to develop employee morale is by implementing leadership techniques, as a good leader with interpersonal skills has impact on team member’s way of thinking.

In order to understand how leadership techniques can develop employees’ morale and its relation with interpersonal skills, I interviewed two leaders, both of which have several managers and employees working under their direction. I chose the leaders based on diversity, the leaders are of different cultures, age groups, regions, and fields. The leadership styles are very similar and both leaders are very successful in their careers.

The first interview was with a 60 year old male, he is the Southern Regional Manager of Information Technology Division for the x Headquarters. He has 5 managers and over 70 employees working under him. He has been working for the US Government for over 40 years, with his first job being with the US Navy Administration.

The next person I interviewed is a 37 year old, working as a director in a family owned multimodal logistics company in India, taking care of their activities and offices in East & West Indian Zone. He has over 20 locations throughout India, each location with its own manager, and a total staff of over 200 employees. He has a degree in business commerce.

Interview
x is the head over the IT Depart for the Southern Region of the x. x told me that his employees would describe his leadership style as striking a balance between employees needs while ensuring the needs of the organization and job requirements were meet. An example he provided me when asked was, an employee’s needs are taken into consideration, when making decisions in times of conflict between job demands and employees request for time off. To ensure job requirements are meet, he provides workshops and on-the-job training and makes himself readily available. He has been recognized by the highest levels of management in the x for the quality of his work and consistency of his ethics in regards to job conduct. He is highly knowledgeable in his field, and frequently takes refresher courses in management. He is always honest and sincere in his actions.

During the interview, I asked Mr. x about his interpersonal skills and how he builds morale. His response was, he leads by example and would never ask an employee to do anything he wouldn’t do himself. He understands that each of his employees is different, thus makes their needs are different, and being sensitive to those needs is critical. He mentioned that he would never ask an employee to do anything he wouldn’t do himself. He acknowledges group member’s accomplishment during meetings and then again during reviews. There is no second guessing on where an employee stands, he lets...
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