Why Have Leaders Failed To

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Why have leaders failed to realize that a shift must occur, i.e. understanding that employees implement the plans and therefore must come first before the customers? Can leaders make this shift? If so, how? Should the leaders of your organization (place of employment, current or immediate past) spend more time selecting, training, appraising, and developing people? Why?

Paper For Above instruction

The persistent failure of leadership to recognize the primacy of employees in organizational success stems from entrenched traditional paradigms that prioritize customer satisfaction and profitability over internal human capital development. Historically, many leaders have held a transactional view, where their role is primarily to deliver strategic directives to employees and monitor customer outcomes. This approach neglects the intrinsic value that employees bring as the implementers of strategy and as the primary drivers of customer experiences. Recognizing that employees are the frontline ambassadors of an organization and that their engagement, skills, and motivation directly influence customer perceptions is fundamental to a modern, sustainable leadership approach.

This disconnect often arises from a narrow focus on immediate results and a failure to appreciate the transformational potential of investing in human resources. Leaders may lack awareness or resist the cultural shift needed to prioritize employee development because of perceived costs, risks, or the inertia of established management practices. The failure to realize that a shift must occur is often rooted in a lack of understanding of how employee well-being directly correlates with customer satisfaction and organizational performance.

Fortunately, leaders can indeed make this shift, but it requires intentional effort, strategic vision, and a willingness to challenge existing paradigms. First, they must adopt a people-centered leadership philosophy that emphasizes the importance of recruiting, training, and developing talent as a core organizational strategy. This involves implementing comprehensive talent management practices that focus not only on selecting the right individuals but also on continuous training, meaningful performance appraisal, and career development opportunities. Leaders should foster a culture of empowerment, where employees are encouraged to contribute ideas, take ownership of their roles, and feel valued.

Training and development programs are crucial, as they equip employees with the necessary skills to adapt to evolving market conditions and organizational goals. Regular performance appraisals should be designed to nurture growth, recognize achievement, and identify areas for improvement. Such practices create a motivated, competent workforce that is aligned with organizational values and objectives. Leaders need to facilitate open communication, provide feedback, and involve employees in decision-making processes to build trust and commitment throughout the organization.

In organizations where leaders focus more on people, there is often a noticeable improvement in employee engagement, which translates into enhanced customer experiences. Engaged employees are more likely to demonstrate commitment, creativity, and a proactive approach to service delivery. Consequently, organizations can achieve higher customer satisfaction levels, loyalty, and competitive advantage. This approach aligns with modern management theories such as transformational leadership, which emphasizes inspiring and motivating employees to exceed expectations.

Applying this perspective to my organization, I believe that leaders should allocate more resources and attention toward selecting, training, appraising, and developing their personnel. This investment yields significant returns by fostering a motivated workforce capable of delivering exceptional customer service and driving innovation. Effective leadership in this context involves creating a supportive environment where employees feel valued, empowered, and equipped to contribute meaningfully to organizational success. This strategic focus ultimately sustains long-term growth and resilience in an increasingly competitive landscape.

References

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• Maxwell, J. C. (1998). The 21 Irrefutable Laws of Leadership. Thomas Nelson.
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