Leadership Correcting Performance Deficiency There

Leadership Correcting Performance Deficiency There are numerous methods forwarded by the specialized literature as solutions to an inadequate level of performance. A first solution is presented by Phillips D.T. In his book Lincoln on Leadership: Executive Strategies for Tough Times. According to the author, in order to insure a satisfactory level of productivity, the leader has to first test the capabilities of his staff. As such, he should provide employees with a grace period during which time he could observe their actions, their performances and their potential.

If he is satisfied, the activities will carry on as planned; otherwise, he has the possibility of replacing the employee with a more capable one. The negative outcome of this scenario constitutes the second strategy which is prone to reduce performance deficiency. Considering that the leader is not satisfied with his employees' performances, he should "ease them out of power gradually, always giving them ample time to turn it around." (Phillips, 1996) by doing so, he grants the employees one more chance to prove their worth.

This strategy has proved significantly useful is several situations as the employees who were granted a second chance felt somehow obliged to increases their performances. A third step in correcting performance deficiency is motivating the personnel. By presenting the employees with the proper and personalized incentives, the management will ensure an increased interest from the personnel to better perform at their jobs and consequently increase the company's overall productivity. The forth and fifth steps combine each other to increase performances throughout a series of technical procedures.

First of all, the performance has to be measured through employee surveys. Then, the causes of the unsatisfactory performance have to be established and treated. (National Business Research Institute, 2006) 2. Quality guidelines as keys to effective followership Phillips identifies seven different guidelines by which a leader is assured to be followed. One of these guidelines encourages the leader to allow sufficient time for his followers to become convinced of his qualities and capabilities.

By not demanding respect from the first moment, but by gradually gaining it throughout the fairness and effectiveness of his decisions, the leader will gain faithful followers. A second guideline is for managers to "remember that their followers generally want to believe that what they do is their own idea and, more importantly, that it genuinely makes a difference." (Phillips, 1996) This principle is effective to gaining quality followers as it increases their trust in the company and in themselves.

The feeling that they have done a good job and that they are needed within the organization is the guarantee of a long-term commitment. A third guideline advises leaders to "set and respond to fundamental goals and values that move their followers." (Phillips, 1996) by doing so, the leader makes the followers feel protected and part of a group that share his goals. Once a manager has managed to unify his goals with the goals of his team, he is most likely to be surrounded by faithful followers.

This guideline can also be related to that of unifying the followers with a corporate mission. (Phillips, 1996) forth guideline advises the leader to give his followers all the support he can, and act on the presumption that they will do the best they can with what he gives them. (Phillips, 1996) This means that by getting involved in the employees' problems and trying to solve them, the manager will give an example of commitment that will be followed by the employees in regard to solving the company's problems.

The fifth guideline is efficient as it establishes the dominating power of the leader. "Try not to feel insecure or threatened by your followers" (Phillips, 1996) as they will not follow an undetermined person with a weak character. 3. Leadership powers Leadership in Organizations defines five distinct powers detained by the leader: 1. Reward 2. Coercive 3. Legitimate 4. Expert 5. Referent. (Yukl, 2006) The reward power can be easily used by a good manager to improve the quality of the leadership act. The reward system has proven its beneficial effects throughout the business history.

Its benefits are given by the strong motivational effect it has upon employees. Presented with the opportunity of having their work rewarded, the personnel will go to extreme lengths to overcome their limits. The coercive power can be used to improve the quality of the management implemented by first pointing out the leaders' possibility to use corrective measures in guiding the actions of their employees. Then, this power can also be applied to managers, by pointing out their mistakes and by their correction.

The legitimate power allows managers to assume more responsibilities within a department and have better control over it. (Yukl, 2006) for instance, during a human resource crisis.