The Functions of an Executive
The functions of an executive have long been debated in management literature. In general there has been the perception that practical outcomes are the principal requirements of executive performance but there are limitations that must be factored in when considering executive performance in practical day to day management settings. For example many argue that the nature and limitations of an executive’s capacity are the most strategic general factors in human cooperation, the results of which depend on leadership, which is the key responsibility of an executive because excellent leadership by an executive leads to good and excellent performance and poor leadership poor and unsatisfactory outcomes.
The development of the capacity of executives to contribute in a highly effective manner in the work place (especially as leaders) is therefore one of considerable importance and deserving of significant resourcing and has become a priority for many in top management.
The Most Effective Management Development Practices
There is much published research and widely held practitioner opinion in developed countries that the following are the principal methods (which strongly rely on experienced based learning) currently relied on by organizations to develop executives:
Job rotation
External providers-business schools
Mentoring and Coaching
On-the job-experience
Action Learning Programs
The Requirements to Best Develop the Next Generation of Managers
Good quality research is needed if policy and practices to develop the future management capabilities of managers in the present workplace is to succeed. There should be an examination of the development issues underlying the enhancement of executive leadership capacities if future leadership competencies of executives are to meet the great challenges of this century. Questions such as the development of executive leadership in the wider domain of society that lie beyond organizations should also be undertaken to broaden the resulting benefits of effective leadership competencies where these can be identified.
Ideally there should also arise much more often contributions of seminal literature and research-especially that given the benefit of practitioner insight and experience by top managers. This will lead to improvements in leadership skills and capacity and remedy the deficiencies such as skill gaps of those required in the work place – a highly practical outcome for executives – and keenly sort after by those seeking to improve practical outcomes – which is the present and continuing focus of leadership and executive capacity enhancement strategies of successful organizations.
