Each person, being in society, can occupy one of two positions. An individual can either obey or hold a dominant position. A leading place is the goal of many, but achieving this status requires the acquisition of appropriate skills, first of all, responsibility and accountability. The significance of these two qualities will be discussed in this text.
First of all, it is necessary to decide what these concepts are and how they relate to the leadership position. The qualities are often mixed, but their definitions have one crucial difference. A person’s responsibility is to complete a given task with a satisfactory result, while accountability characterizes the obligation to ensure fulfillment (McGrath and Whitty 687). Accountability can often be perceived as something negative, a quality that manifests as a result of which punishment comes. However, any successful leadership begins with someone willing to take responsibility for what is happening and vouch for it to get it done without negative consequences (Henry 10). It must be taken before the work outcome is known, as the responsible person commits to avoiding mistakes.
Thus, these two qualities are mandatory for any person applying for a leadership position. The basis of any management activity is a focus on ensuring a successful outcome, and without responsibility and accountability, this goal cannot be achieved. In this sense, it is not only about debt but also about the many work processes that ensure success. (Odongo and Wang 111). These qualities are especially crucial for leaders since not only their results but also the outcome of the work of the entire team depends on the coherence of their actions.
Naturally, the above qualities are not the only necessary traits for leaders. They need to emphasize motivating their group, focus, emotional balance, and adaptability (Brown and Fenske 1). However, all these features, in their essence, can be reduced to a responsible and accountable approach both to the set global task and to the relationship with the team. For example, the capability to adapt to changing conditions cannot be realized without a leader’s ability to take responsibility and guide the group in the right direction while maintaining focus. Because of this, such concepts as part of corporate behavior have been developed since the 1950s (Odongo and Wang 111). However, for the successful development of such qualities, it is necessary to take and follow several steps.
First of all, the key to developing leadership skills is the ability to investigate. The importance of this ability is emphasized by the fact that only by questioning and not being afraid to ask, one can get the necessary knowledge (Maxwell 10). A careful search for answers to topics of interest may significantly change the world view as a whole, raise self-esteem, and help find focus (Maxwell 11). Asking the right questions can open many doors and is among the most effective ways to communicate with people. Therefore, among other things, the leader must be able to ask and search for the necessary information. Finally, the foundations of leadership can be summarized in four main points: developing discussion, knowing the material, and being clear about goals (Stanley). It is necessary to create a responsible approach in communication with the team and in the knowledge of the work process, which allows the leader to achieve effective results.
Thus, responsibility and accountability are among the core qualities that any leader should possess. Without developing these skills, it is impossible to work in a team, and strict adherence to the tasks set. Therefore, leaders should be able to achieve the necessary outcomes and take on the responsibility to provide these results by any means.
Works Cited
Brown, Jeff, and Fenske, Mark. The Winner’s Brain: 8 Strategies Great Minds Use to Achieve Success. Hachette UK, 2010.
Evans Henry. Winning with Accountability: The Secret Language Of High-Performing Organizations. CornerStone Leadership, 2008.
Maxwell, John. Good Leaders Ask Great Questions: Your Foundation for Successful Leadership. Hachette UK, 2014
McGrath, S.K. and Whitty, S.J. “Accountability and Responsibility Defined”, International Journal of Managing Projects in Business, vol. 11, no. 3, 2018, pp. 687-707.
Odongo, N.H. and Wang, D. “Corporate Responsibility, Ethics and Accountability”, Social Responsibility Journal, vol. 14, no. 1, 2018, pp. 111-122.
Stanley, Andy. Taking Responsibility for Your Life Participant’s Guide: Because Nobody Else Will. Zondervan, 2013.