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Leadership Challenges In Omantel

1324 Words6 Pages

Research Title: Research in: Leaders & Challenges - Case of Omantel
Statement of the problem:
The life of a modern-day leader clearly is not easy. Leaders in all organization face different type of challenges that affect the performance of individuals and organization as well. In order to perform well the leaders should manage the team in high level of professionalism.it is really significant to address this issue and give recommendation that could help leaders.
This research will cover the challenges leaders face in Omantel (The biggest Telecommunication Company) in Oman.
Purposes:
The main purpose of this research is to study the nature of leadership in Omantel, (the biggest telecommunication company in Oman) and evaluate the challenges …show more content…

In addition, these six are classified among the 10 challenges leaders. By order of frequency, they are:

Inspiring Others, The challenge to inspire or motivate others to make sure that they are satisfied with their employment; how to motivate a workforce to work smarter.
Leading a Team, The challenge of the strengthening of the team, the development team, and the management of the team; how to instill pride of a team or support the team, how to lead a great team, and what to do when taking on a new team. (Kelloway & Barling, 2010)

Developing Employees, The challenge to change other, including the topics around of mentoring and coaching.
.
Managing Internal Stakeholders and Politics, The challenge of relations, the policy and the image manage. Obtain the support of management and manage up to; obtain the accession of other departments, groups or individuals. (Kelloway & Barling, …show more content…

3). In addition, Kelloway & Barling (2010) define leadership as a process of social influence which is adopted by individuals in positions of formal positions of power or leadership within an organization, such as managers and supervisors. Although the leadership is not limited to individuals in positions of leadership, formal, it is argued that these people may have a particularly broad mandate of influence within an organization (Kelloway & Barling, 2010).
Leadership does not return to the management at the time although they share some common characteristics. For example, they are all two concerned by the influence, working with people and the objectives of meeting (Northouse, 2010). However, the functions of management can be distinguished from those of the Directorate. In particular, the management concerns the planning and budgeting
(Adjustment by example timetables and the allocation of resources), the organization and staffing (for example the establishment of rules and procedures) and the control and the resolution of problems (for example the development of initiatives and generate solutions) (Kotter, 1990; cited in Northouse,

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