Explain the difference in the influence of managers and leaders on their teams. This would be based very heavily on a person’s leadership style and this is usually gauged through their levels of empathy and how they manage and lead their individual teams see below chart of management styles. Each style would affect the team in different ways and would play to their strengths but may also not be effective for all members of a team this is why it become important to skill mix teams and allow for all areas of experience to be given an opportunity to work together. 2.2. Evaluate the suitability and impact of different leadership styles in different contexts.
Practitioners working in this way have to work in collaboration - helping people to do things for themselves. In this way, people can become co-producers of support, not passive consumers of support. The evidence for strengths-based approaches is difficult to synthesise because of the different populations and problem areas that are examined in the literature. The strengths approach to practice has broad applicability across a number of practice settings
ILM ASSIGNMENT 1 Understanding leadership styles 1.1 – Leadership styles vary throughout the workplace. Certain situations require certain leadership styles and they do not always cross over. For instance in a transport maintenance workshop the work load will be known by the manager who then allocates work to each individual knowing their strengths and weaknesses. Quite “autocratic”, though the team members do still have an input and a sense of owning the job because they have “a democratic” input in deciding whether to replace components or repair particular faults. In DBS, operational staff are rostered to carry out specific jobs for the day and are left to manage the completion of the job.
These issues manifest many challenges for team mangers. Some of the influencing factors are: • Low motivational level among staff • Burn out feelings • Organizational policies and procedures • Managing caseload • Providing effective treatment • Child protection issues • Training needs • Clinical supervision • Intra – team issues – team dynamics • Effective working relationship with other professionals • Team and individual targets I am aware of the above-mentioned factors. I use more directive style whilst dealing with company policies and procedures, mainly to have a more transparent and fair approach in order to make sure that everyone is treated equally. As well as that I am bound by the same policies and procedures. In order to achieve
Describe what a system is and why it is important to understand systems in order to manage organizations strategically. | A system is a group of items that are inter-related to each other in a way that cannot be individually isolated outside the system and be expected to act the same way as it does while inside the system. In a systems approach the sum for the components is greater than the individual parts. A system, which is integrated to accomplish an overall goal is divided into subsystems (parts) all working for the betterment of the whole, and if one were to remove one subsystem the nature of the whole would change as well. Therefore when making a change to the any of the parts, a strategic leader must be thinking through all the possible “systemic” effects of that change and at the same time it is important that he subsystems all have consistent goal alignment.
Secondly the dimensions of the leader would include characteristics such as “Awareness“, “Persuasion“, “Conceptualization“ and “Foresight“. Awareness - the servant leader has to be self reflective about his own weaknesses and address them permanently. Persuasion - he has to be able to form a consensus that represents the majority opinion. Conceptualization - the servant leader needs the ability to determine goals that comply with the vision of the organization. Foresight - he is required to be able to predict the consequences of the decisions made.
Rather, they interpret observations and several preexisting prototypes of others to enable us to create a richly detailed impression of another. Thus, getting to understand how the process by which these prototypes are shaped, changed, shared across a group of people that constitute a culture and how individuals apply them in categorizing others is a critical to understand identity(Spears, Lea, & Lee, 1990). According to the Social Identity Theory, individuals do not have a
Hersey and Blanchard (1971) also promotes the situational leadership theory and says that “a leader must match his or her behavior to the situation being faced.” They also not only speak about the situation but also include the behavior of the subordinate in the equation and states that “the leader is expected to adjust the mix of directive and supportive leadership behaviors to match the changes in the subordinate’s behavior.” Fiedler’s (1964) sees the situational theory as limited as he believes that a leader’s behavior cannot change so the contingency theory is created as the premise by which a leaders’ effectiveness has to be dependent or is contingent on the ability to match the leader style to a particular situation. So it is believed by Fiedler that organization should seek to choose leaders according to their style and ensure that they are best suited to achieve the aims and objectives of the
The pre-conditions that satiate the concept are full information, the ability to objectively evaluate arguments and freedom from self-deception or coercion. The third main belief has relevance to social theory, which facilitates explanations of social order, conflict and changes. He articulates that the class difference and societal divisions may limit individual learning capacity. Mezirow assumes that society is made up autonomous, responsible individuals who can act to bring about incremental change to their
Different Types of Leadership for Project Management The types of leadership or leadership styles are considered as the possible success factors for project managers. It is a skill being ignored in training as it is not easy to measure the leadership style of a person in the situations of training. The behaviour of leadership can be considered as autocratic, democratic, and bureaucratic while being dependent on the situation (Nixon, et al., 2012). The following leadership styles are common in the domain of project management: • Autocratic: The manager of a project is expected to make the decisions while dominating the team members. This approach results in the passive resistance from the members of teams while requiring the consistent pressure as well as direction from the leader for getting things done.