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Workers want their leaders to have leadership skills – FE News

Workers want their managers to have leadership skills - Digits LMS

New study on skills in the workplace has revealed a list of the most important skills that employees expect from a manager, with leadership that is on top of what they want.

About half (51% of men and 45% of women) of the 2,048 adults of working age surveyed by Censuswide, on behalf of corporate LMS Figures providerbelieved that leadership skills were most needed.

Speech communication and teamwork skills ranked second together for more than a third (35%) of people, followed by empathy and problem-solving skills (30% and 29% respectively).

Surprisingly, written communication skills were last on the list (8%) – less popular than strong work ethic (21%), good time management (18%) and conflict resolution (15%).

Only one in 10 respondents said they had no special requirements for managerial qualifications, suggesting that most people have pre-existing ideas about what makes them a good or competent manager. On the other hand, whether their real leaders meet their expectations is another matter poll.

The most important skills needed by a popularity manager are:

  • Leadership skills (48%)
  • Verbal communication skills (35%)
  • Teamwork skills (35%)
  • Empathy (30%)
  • Problem solving skills (29%)
  • Strong work ethic (21%)
  • Good time management (18%)
  • Conflict resolution (15%)
  • Written communication skills (8%)

Of course, “leadership skills” is a general term that can mean different things to many people. And this can include a range of hard skills (work-related knowledge) and soft skills – portable skills that help people work and interact with others – such as adaptability, flexibility, communication, teamwork, time management and problem solving .

There is no one-size-fits-all option, explains Bradley Burgoyne, head of talent at Digits: “Today we have more generations of workforce than ever. And each group of employees prefers several different management styles and leadership qualities.

“Everyone has their own expectations about how they want their leaders to guide them, train them, support them, treat them and give them opportunities. These skills don’t just happen, even the best executives have to undergo regular training and development from their employers ”.

He adds: “The challenge for HR and L&D teams is to have their learning strategy broad enough to suit all levels of the organization’s staff, because I think everyone benefits from developing leadership or management.

“It is important for employers to actively listen to their workforce and find out where the skills gaps are – what training do they think they need? What training do employees think their managers need and what leadership qualities do they respond best to? They can then use this data to create training courses or a series of exciting development activities in their learning management system that are really relevant to the people in the organization, rather than what could potentially be seen as just an exercise for ticking. ».

According to Burgoyne, some of the basic leadership skills of a modern manager include:

Vision adjustment – have clear business goals for the team, and be able to influence and receive support from team members to work on that vision. It also includes some change management skills, since building a vision and sending a team on a journey to achieve it, inevitably involves helping people work through change.

Compassion and listening – creates trust and connection between people and their leaders. Managers need to be attentive and show their team that they understand and treat them as people, that they recognize that each person has different needs, different skills and a different view of how they approach different situations at work.

Inclusive leadership – Managers who want to create a high-performance team should be able to provide a high level of psychological security in their teams, where feedback is welcomed and encouraged. An environment where everyone feels involved and safe enough to give feedback, feels that the feedback they give is genuine, and as a result these actions will take place, helps build a team with a sense of purpose in what they do. and growth thinking.

Coaching skills – Instead of always telling people what to do, good managers trust their teams and give them the opportunity to use their skills and knowledge to find answers and achieve results. A quality coaching conversation will help someone understand that they knew the answer all the time, or will feel the strength to then go and find the answer. This can support the employee’s sense of purpose and self-confidence and create a much more autonomous team.

Self-awareness – To successfully manage others, managers need to think inward, understand their management style and learn to adapt it to different situations. Today, managers face many challenges, many of which they may not have experienced before, so it is important to be really agile, adapt and constantly think about the wider world and how it can change your approach.

Collaborative skills – Managers do not need to have answers to every question. The working world is too complex and fast-paced for one person to come up with all the solutions all the time. Encouraging collaboration – with others, other teams, and other departments – to find answers by working together or achieving a common goal in a collaborative process will help improve the performance of the entire organization.

Separation of generations

Further analysis of Digits survey results revealed clear divisions of generations between what people at the beginning of their careers considered important managerial attributes compared to those who worked for ten (or two) years. Nearly twice as many people over the age of 55 (who have probably had experience working with several different managers during their working lives) than people between the ages of 16 and 24 believe that leadership skills are necessary for executives (56% vs. 28 %).

Although leadership skills rank highest in all age groups, what comes next is different. Strong work ethic is popular among a quarter (25%) of adolescents aged 16 to 24, verbal communication skills are preferred by people aged 24 to 34 and over 55 (36% and 44% respectively), while teamwork skills are preferred. highly rated by more than a third (36%) of people aged 35 to 54 years.

A report on soft skills from Digits, including the latest soft learning statistics for 2022, is available for viewing on https://www.digits.co.uk/soft-skills-statistics. The results include a survey of 2,048 people in the UK conducted by Censuswide for Digits in March 2022.

Figures (part CIPHR Group) has more than 25 years of experience in developing award-winning learning management systems and developing special, anywhere learning content for mid-sized and corporate organizations.

For more information, visit www.digits.co.uk.

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