After completing the leadership role gap analysis which identified the different roles that managers assume within the organization, I learned that managers were very essential to the organization, due to their dynamic roles in the ever-increasing demands and changes of jobs. Managers need to undergo leadership training and develop some of their (inherent) leadership skills to be effective. Contrary to my assumptions, managers who grow up are active participants in their organization depending on the roles they occupy at each time, whether informational, interpersonal/relational and/or decision-making. I believe that the most important roles are the decision-making roles, that the manager who functions in these roles is a higher level manager, as described by Yuki, G. (2001). At this stage, it leads and decides the more specific direction the organization takes in terms of identifying key and strategic opportunities, responding to internal and external crises, determining how key resources are distributed while negotiating agreements and contracts with internal and external people. the organization. Looking ahead, I would say there is a need to develop interpersonal and decision-making roles beyond my current capabilities in order to be more efficient and effective in my work. One of the ways I plan to develop both of these roles is by developing my communication skills. “Communication is how we learn, and learning is how we become aware. Communication is how you resolve conflict; help develop others and understand the other's point of view” (Kathrin Tschiesche: 2012). It also means reading and keeping abreast of existing and emerging trends, which in turn would help in making timely decisions amid the document......s', Strategy & Leadership, 37(2) pp . .4-12.Kotter, JP, (2007) Leading Change Leading Change: Why Transformation Efforts Fail, Harvard Business Review 85 (1) pp.96-103Margolis, JD & PG Stoltz, (2010) “How to bounce back from the adversity””, Harvard Business Review 88 (1-2) pp.86-92. Harms, P. & D. Roebuck, (2010) “Teaching the art and craft of giving and receiving feedback”, Business Communication Quarterly, 73 (4) pp.413-431. Gallagher, R., (2007) How to Give Strength-Based Feedback, available at: http://www.howtotellanyoneanything.com/StrengthBasedFeedback_white_paper.pdf (accessed: 07/30/12).George, B., P . Sims, A. McLean and D. Mayer, (2007) “Discovering Your Authentic Leadership,” Harvard Business Review, 85 (2) pp.129-138. Collins, J., (1999) 'Turning Goals into Results: The Power of Catalytic Mechanisms', Harvard Business Review, 77 (4) pp..70-82, 184.