Other positive leaders in this regard are the "priestly" ones, who bring continuity and hierarchy to the goal, delegating to the most powerful and differentiating individuals; the "elected" leaders, who gain authority by being chosen; and the "missionaries," who have a certain kind of mission to achieve -- economic, religious, political or social service (Stewart).
The way that leaders work with individuals in both sports and at work will also reinforce their ability to stay on task; cooperate; use time, talents and resources wisely; embrace diversity; learn from each other and share accomplishments. Dennis Kinlaw, who recommends ways to coach or lead individuals for successful performance, offers what he calls a "coaching skills inventory" that breaks coaching into "shades of coaching" or different methods for driving results. For example, in one inventory, he breaks coaching into five specific categories: Contact and Core Skills, Counseling, Mentoring, Tutoring, and Confronting and Challenging
The confronting and challenging coach especially pushes the team members to expect more of themselves and others than they already do. Mediocre becomes good, good becomes excellent and excellent becomes superior. This form of coach, says Kinlaw, will
Clarify performance expectations with others. Do not assume that they know what is expected of them.
Talk about performance problems in concrete terms. Do not use subjective judgments in discussing a person's performance.
Emphasize improvement in the future. Do not dwell on past failures.
Challenge others to accept more difficult tasks. Do not allow them to believe that they have reached their limits.
Develop concrete strategies to improve the performance of others. Do not talk in generalities about needed improvement.
In all aspects, sports or organizations, people will develop and learn more in environments that give them the right optimal conditions. These include (Noted in Stewart, 295):
People grow when there is a felt need.
People grow when they are encouraged by someone they respect.
People grow as they move from a condition of lower to higher self-esteem
People grow as they move from external to internal commitment.
Further, the organizational situations that most promote this growth include:
Basic respect for worth and dignity of all people is a cardinal value.
Individual differences are recognized, and a variety of learning experiences are provided.
Each person is addressed at his or her level of development and...
These pointers were, and continue to be, just as important for any team venture including athletics. The important aspect is that effective leadership in any organization seems to be the major cause of increasing the organization's productivity and upward positioning. Leadership and organizational culture are tightly intertwined, and leaders must have a thorough understanding of the identity and impact of the company's culture to communicate and put into effect new missions and inspire follower commitment to that mission.
Looking back on those eight themes, Peters states that they are just as important for the 21st century as they were when he first wrote about them:
The 8 things that marked the good guys in the book and are still valid today are: 1. A bias for action, 2. customers first, 3. autonomy and entrepreneurship, 4. productivity through people, 5. hands-on, value- driven, 6. stick to the knitting, 7. simple form, lean staff, and 8. properties that are simultaneously loose/tight.
In addition, Peters (241) now adds ten additional areas that should be stressed in winning organizations:
1. Put people first-for real. The phrase has rolled off many a lip: "People are our most important asset." The problem: It's mostly the subject of lip service, to be sure, but not what the enterprise does or how leaders spend their time.
2. Be obsessed. The most important trait associated with mastery is attention, or time spent. If you're looking to master the talent game, put it at the top of the agenda. And keep it there.
3. Pursue the best. If you are a connoisseur of talent, you won't
Team Leadership Many organizations have inspired to a team-based structure within the last twenty years. In some cases the teams are independent or leaderless. But few companies have grown to be really victorious with their independent teams. A changeover period is necessary in victorious cases to aid the old supervisors to move into new roles as facilitators or resource managers. In the greater part of team-based organizations and during that changeover
Although Lombardi quotes are frequently misrepresented, the point conveyed is very obvious, it is the outcome that matters and nothing else. So to build self-confidence and see considerable progress and to learn optimistically from mistakes made is the successful principle of coaching. Coaches focus on the procedure and not the result. As well it is important for the players to do the same. All coaches function under a coaching philosophy of
Dream Vacation Although a true dream vacation would be longer than five days, I do understand that I am on a tight schedule. If I only budget for five calendar days, including the day I leave home and the day I return, I can still make it to London, England and back. There are frequent flights to London, and with my frequent flyer miles on Air Canada, I can offset some
Older people could receive tax incentives to act as teachers to students in areas of expertise, or simply to help out as coaches or staff. Ideally, private educational institutions would be few, to ensure a lack of a drain of community resources from the public schools, although private schools could supplement student education for students with special needs that could not be met by the public system. Transportation Unless it was
Abstract In this article, the problems at FEL are analyzed and assessed from the standpoint of what FEL should do to assign managers to project teams and what efficiencies these criteria create. The problem is that FEL is not very thorough or cautious in its approach. Now it has a problem of the team members not wanting to work together and Gatenby is relying on Jobe to make it all work.
dream of having a career in field of Actuarial Science started at a young age. This shaped my thinking by wanting to understand logic and the way conclusions were reached utilizing complex formulas. Along the way, this fueled my sense of motivation in assisting others. It focused on not only my own personal satisfaction, but the joy I experience when they succeeded. This is because I am an international