34). Finally, in the Group II (GII) model, the leader shares the problem with his or her followers, and reaches a true consensus with the group. The leader does not influence the result.
The Group II model requires a great deal of time, so only decisions where time is not of the essence may be relegated to Group II methods (Shackleton 1995, p.36). For this type of time investment, the proposed change is likely to be important, and require a great deal of effort by the implementers of the change. Subordinates must also have a high level of quality of information, and it must be feasible to bring them into the same area for a prolonged period. There must be a great deal of goal congruence between the self-interest of the members of the group and the organization as a whole. In the Collaborative II model, a leader can still solicit information and prospective solutions, but the leader can filter the personal self-interest of the subordinates.
Discuss the methods applied for gaining buy-in to solutions
Both autocratic models require an organization with a great deal of personal trust in the leader, a leader who is able to obtain high-quality information, and where subordinates will be willing to implement the decision and see no personal conflict of interest. Buy-in...
The group model commands the highest degree of personal investment, given that the subordinates 'own' the decision, but it also is the most cumbersome of all the models.
Determine the methods for working on a large-scale project.
During a large-scale project, many different types of decisions must be implemented. By using a mixture of autocratic, collaborative, and group decisions, organizational members can feel a sense of personal investment in the project and its outcome, even if not all decisions can be made in a participatory fashion. Simply by having some group and collaborative decisions, and selecting those aspects of proposed change that are enhanced rather than inhibited by a community-based process can improve the outcome of the organization's overall project and the commitment of its workers to the new system or change.
The ability to transform an organization to the next level, through specific leadership techniques, and to have the vision to carry out the task, is called transformational leadership. Transformational leaders influence by becoming the teacher, mentor and/or coach -- or a combination, rather than a hierarchical tyrant. Key is the empowering of others to achieve and surpass their own goals. Communication is the basis for this theoretical model -- the
Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have
LEADERSHIP, INTERPERSONAL SKILLS, DECISION-MAKING research paper prepared for the staff of New Jersey Publishing Corporation Improving Leaders and Interpersonal Relationship Communication Skills Written, Oral, Listening, Perception) Organization and Planning This research paper analyzes the effect of leadership skills providing direction, interpersonal skills in interacting with others and decision making. It includes oral communication skills, written business communication, and perception skills important in analyzing problems and proposing solutions. Final component deals with organizational change and self-designing change management. The
Organizational Assessment as Impetus for Change at a Vet Center Organizational Assessment as an Impetus for Change at a Vet Center Organizational Context. Every type of organization has, or should have, as a major goal, the need to optimize the productivity of its human resources (Farr, Schuler & Smith, 1993). One organization that has recently assumed critical importance in the U.S. is the Department of Veterans Affairs (VA). Today, the VA is
Change may be difficult for a company, but necessary if the company is to survive. An effective leader is one who is able to harness and negotiate this change so that the company is able to deal with it and survive. Some limitations to overcome A leader has to possess the following characteristics: Empowerment; Risk-taking; Participation; and Development (Eicher; online). In a practical sense, this translates into the following schema: I
Specifically, situational leadership allows managers to be autocratic when the situation requires it, while it also supports them in being democratic, when the situation requires it. This materializes in high levels of effectiveness. Erven argues: "An alternative to being an autocratic or democratic leader is to be a situational leader. Situational leaders are able to adapt their leadership style to fit their followers and situations in which they are