“Thinking about Leadership” by Thomas Cronin According to Thomas Cronin, there is a big difference between being a manager and a leader, “managers do things the right way, while leaders are more concerned with doing the right thing” (27). Throughout his article he provides numerous characteristics to define a leader along with many examples of past time leaders also examples of how a true leader would handle certain situations. A leader knows who they are; they select and solve priority problems, have a sense of humor, are skilled mediators, show signs of integrity and possess brains and breadth. Becoming or being a continuous leader is not an easy task, it really takes a special type of person. In summation, Thomas Cronin wanted the reader to understand that anyone can be a leader; leadership is not restricted to just the government.
Leadership and Teamwork in the Public Services. P1 Authoritarian- This style is used when leaders want their employees to do something, they tell them how they want it done and how they want it accomplished, without getting advice of their followers. This style is more of a bossing around and unprofessional style. Democratic-This style is used when leaders want to include one or more employees in the decision making it is not a sign of weakness, it is so that the employees will be more confident with their own ideas and decision making. Decision making with your employees will let them gain respect for the leader and become more determined.
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
There are many leadership styles that I use authoritarian, delegate, companionable and synergistic. Authoritarian leaders provide clear expectations for what needs to be done, when it should be done, and how it should be done. They make decisions independently with little or no input. The supervisor checks on their employees frequently because they cannot be trusted to fulfill their task it is believed that this style developed from the belief that employees require continuous attention because they are undependable or immature. (http://csi.ucdavis.edu/forms/leadership_tips/supervision_style.pdf) .
Contingency Theory has various styles of leadership and no two workers are motivated the same way (Lewis, Packard, & Lewis, 2007, p. 278). Based on the interaction on how the supervisor and the employee’s role intertwined with each other it was clear to see that the supervisor assumed and expected certain expectations in the workplace and assumed that along with that the client’s needs would also be met. As we seen the situation play out we also noticed the lack of motivation to practice the token system with the clients coming from the employees’ point of view. The challenge there was that competency and practice of the method were not being held to the same standard as the supervisors’ vision. If the supervisor has a strong sense of that method and knowledge of it, the employees were not reflexing the same in this example.
He presented current issues that the firm was facing, and his opinion that the firm was not operating at their full capacity. Recognizing these factors throughout the case allowed our group to understand the change agent is not subject to be someone with prior experience, but also involves, and is crucial for the individual to have ambition, drive, organizational skills, and ability to measure the company and strive to develop his or her skills further to benefit/fit the needs of the company. This case was a great reminder to our group that creating change becomes real when you believe on a personal level that it is possible. Reflecting back to previous cases, a major factor that made creating change challenging was when individuals were not inspired to evaluate situations and determine alternatives to the way they are working. We understand that this does not necessarily mean that the way an organization is working should always think of ways they can change, but more or less be prepared for situations when it should be happening.
HCS 475 Leadership Style Paper Leadership is something not everyone can do in their lives, and for one it should be defined as a process by which a person can influences others around them to accomplish an objective as well as to direct the organization in a way that can make it grow and be a successful organization. The role of leadership within any organization would be determined by the culture the organization as set in place from the beginning and established it to the employees. A good leader sees the best in people and figures out what it takes to motivates the individuals. Leadership style is a form of manner and approach in which an individual can provide direction, implementing plans, motivating, and influencing people. These
The pragmatic follower often emerges when an organization is in desperate times. A passive follower does not exhibit neither critical thinking nor active participation. Passive followers usually leave the thinking to the boss. The effective follower is a critical thinker as well as very active in the organization. These people are capable of self-management and they work towards solutions and positive Impact.
This principle is often violated when an individual attempts to meet the conflicting requirements of various staff functions in addition to those of a direct supervisor for project tasks. Parity in authority and responsibility The main theme of this principle is that a person responsible for doing a certain task must be given sufficient authority to do it or to get it done by others. This is an important principle for project managers or task managers wishing to delegate responsibilities to other project participants in order to be able to concentrate their own efforts. Proper delegation enables managers to advance and also provides training and growth opportunities for the individuals to whom the tasks are delegated. However, many project organizations create situations where responsibility is not commensurate with authority.
Some of them are: the importance of honesty and integrity in leadership; the need of effective communication inside the organization; the necessity to understand the team's business or mission; and, the requirement to adapt to changing situational factors. Another topic that has received considerable attention inleadership and management discussions is motivation. The main reason of such popularity is a close connection between leadership and motivation. Motivation is a key component of leadership. It is unlikely that managers or supervisors can be successful without being able to motivate followers.