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And finally, in the case of a general manager overseeing a team of technical workers or workers that have more knowledge of the project than him or herself, delegation might be best.
The different combinations of leadership strategies will depend on the type of the organization in question; the relationship of managers to employees; and the objectives of the leadership. In general, I would prefer to be part of a company that emphasized more participatory and delegative approaches. This no doubt comes from the values I was brought up with: I want to work hard and to do a good job, but I like to feel as if I have a hand in orchestrating the success of the enterprise of which I am a part. I believe I have something valuable to contribute to the organization and to me a job is never 'just a job.' Leadership is most effective when people love their work and feel genuinely motivated to complete it. However, I acknowledge that my preferred methods of leadership are not universally appropriate. Motivated workers that are unsure of how their tasks fit into the larger organization or who are unsure of their duties because organizational changes may benefit more from a 'selling' approach. What I like about situational leadership theory is its non-dogmatic quality. It is pragmatic in that...
Leaders must be trained to be 'people savvy' and understand the organization's larger purpose as a whole to be sufficiently flexible and adaptive. The success of this leadership vision requires the organization's leadership to analyze the different knowledge bases of employees; have a clear sense of type of input from workers is needed to realize goals; and above all, the ability to trust managers to make decisions.
Graphic: A Good Leader Can Bend Enough to See the Issue From All Sides
Image credit: The People Group
References
Hershey-Blanchard situational leadership theory. (2013). Mind Tools. Retrieved:
http://www.mindtools.com/pages/article/newLDR_44.htm
HR is not flexible with workplace flexibility. (2012). The People Group. Retrieved:
http://thepeoplegroup.com/2012/12/hr-is-not-flexible-with-workplace-flexibility/
personal ethical leadership profile describing your own MORAL COMPASS, which guides your behavior and actions and decision-making. Describe the fundamental ethical theories and concepts that inform your MORAL COMPASS. I am a manager in a United Health Care position. A manager in the public or not-for-profit sectors can be considered as a person with vision. A good manager is driven and is committed to achieving her goals and vision.
Furthermore, these meetings will also be used to ascertain each member's ability to reach goals and any specific talents that could help the project we are working on. Any further problems in terms of discipline or stress will also be handled by means of oral communication, either at meetings or through personal contact sessions with the workers. Workers are also encouraged to meet with me personally in order to discuss
Personal Leadership Plan Complete submit a 1,750- 2,450-word paper describe personal plan a leader future. • In addition reflecting previous leadership plans, include key concepts Brent & Dent, Deal, Nahavandi, Yukl texts, readings. Personal Leadership Plan The environmental factors that influence individuals', companies', organizations' behavior require that people benefit from the influence of a strong leader. In an environment with different types of change levels, it is important that people feel the
Leadership is defined as the procedures that individuals use as authority over others to achieve an objective. The action also provides direction in a manner that makes an organization more coherent and cohesive. Three-Skill Approach This approach refers to three skills including human, technical, and conceptual, which form the fundamental personal skills required in leadership. Technical skills involve proficiency in and knowledge about some defined activities or work. It includes analytical ability,
Part 2. A. SLOT In order to reach a better self-evaluation, it is important to bear in mind which are my strengths and my limits, as well as the deriving threats and opportunities. Naturally, the future development can come only through the diminishing of the threats and the increase of the opportunities. As far as my strong points are concerned, I could start with the capacity to see the positive in every
Anyone can be a manager. That is, anyone can learn to do the daily paperwork and routines necessary to function. However, leadership implies something completely different. Leadership requires self-reflection and self-assessment on a daily basis. Leaders are faced with many challenges in their daily routine. It is sometimes difficult to know when one is making the correct decision. Norman and Peale (1998) suggest using one's own emotions as a gauge