Model of Primary Leadership Skills 

While often devalued because they are not glamorous or exciting, administrative skills play a primary role in effective leadership. Administrative skills help a leader to accomplish the mundane but critically important aspects of showing leadership. Some would even argue that administrative skills are the most fundamental of all the skills required of a leader.

What are administrative skills? Administrative skills refer to those competencies a leader needs to run an organization in order to carry out the organization’s purposes and goals. These involve planning, organizing work, assigning the right tasks to the right people, and coordinating work activities

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Administrative Skills in Practice For purposes of our discussion, administrative skills are divided into three specific sets of skills: (1) managing people, (2) managing resources, and (3) showing technical competence.

Managing People

Any leader of a for-profit or nonprofit organization, if asked what occupies the most time, will reply, “Managing people.” Few leaders can do without the skill of being able to manage people. The phrase management by walking around captures the essence of managing people. An effective leader connects with people and understands the tasks to be done, the skills required to perform them, and the environment in which people work. The best way to know this is to be involved rather than to be a spectator. For a leader to deal effectively with people requires a host of abilities such as helping employees to work as a team, motivating them to do their best, promoting satisfying relationships among employees, and responding to their requests. The leader also needs to find time to deal with urgent staff matters. Staff issues are a daily fact of life for any leader. Staff members come to the leader for advice on what to do about a problem, and the leader needs to respond appropriately.

A leader must also pay attention to recruiting and retaining employees. In addition, leaders need to communicate effectively with their own board of directors, as well as with any external constituencies such as the public, stockholders, or other outside groups that have a stake in the organization.

Consider the leadership of Nate Parker, the director of an after-school recreation program serving 600 kids in a large metropolitan community. Nate’s program is funded by an $800,000 government grant. It provides academic, fitness, and enrichment activities for underserved children and their families. Nate has managers who assist him in running the after-school program in five different public schools. Nate’s own responsibilities include setting up and running staff meetings, recruiting new staff, updating contracts, writing press releases, working with staff, and establishing relationships with external constituencies. Nate takes great pride in having created a new and strong relationship between the city government and the school district in which he works. Until he came on board, the relationship between the schools and city government was tense. By communicating effectively across groups, Nate was able to bring the entire community together to serve the children. He is now researching the possibility of a citywide system to support after-school programming.

Managing Resources

Although it is not obvious to others, a leader is often required to spend a significant amount of time addressing resource issues. Resources, the lifeblood of an organization, can include people, money, supplies, equipment, space, or anything else needed to operate an organization. Managing resources requires a leader to be competent in both obtaining and allocating resources. Obtaining resources can include a wide range of activities such as ordering equipment, finding work space, or locating funds for special projects. For example, a middle school cross-country coach wanted to replace her team’s outdated uniforms but had no funds to do so. In order to buy new uniforms, the coach negotiated with the athletic director for additional funds. The coach also encouraged several parents in the booster club to sponsor a few successful fund-raisers.

In addition to obtaining resources, a leader may be required to allocate resources for new staff or new incentive programs, or to replace old equipment. While a leader may often engage staff members to assist in managing resources, the ultimate responsibility of resource management rests on the leader. As the sign on President Harry S. Truman’s desk read, “The buck stops here.”

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