It involves modeling the vision, forming teams, influencing them and aligning people to achieve the set goals. Leadership bears the responsibility of inspiring people and producing meaningful changes in the company. Leadership is therefore responsible for positioning people and organizations in the right positions. A good leader has the ability to articulate a vision and assign the right people the right tasks based on their talents. Leaders motivate their subordinates and in return obtain outstanding results from their employees.
“Transformational leaders are able to increase follower self-efficacy, giving the group a ‘can do’ spirit. Followers are more likely to pursue ambitious goals, agree on the strategic goals of the organization, and believe the goals they are pursuing are personally important” (Robbins & Judge, 2013, p. 384). By evaluating and comparing my characteristics with my admired leader, Janet Mock, “People working for charismatic leaders are motivated to exert extra effort and, because they like and respect their leader, express greater satisfaction” (Robbins & Judge, 2013, p. 381). Developing those additional leadership skills and advancing the characteristics I currently possess, will allow me the opportunity to expand my horizon. Conclusion Understanding and evaluating leadership styles and theories can allow an individual to assess his or her capabilities.
3). Human resources’ goal and strategy is to provide the employee impartial treatment, evaluations that prove fairness with consistency in support of creative talent through continued training and development. Support demonstrated to employees encourages good “attitudes towards authority, norms of interpersonal interaction, labour–management relationships, social norms of individual or group behaviour, and [respected] professional standards” according to Harzing & Ruysseveldt (2010, p. 22). This becomes central to the success of an organization and the creation of stakeholders believing and entrusting the value of the organization. The alignment of human resources’ strategy with the organizations, balances the strength of LG among its global
Therefore building a highly loyal customer base should be the foundation of your basic business strategy. ALL has a group of loyal customers. And it is the most important
The leadership of each company had a strategic vision and put the processes in-place to achieve their goal. The companies were able to provide customers a superior product with service to match. The company’s leadership was able to provide positive impact in each area to make their organization successful. Each of the companies has remained there because they continue to be innovative and spread this attitude throughout their organizations. It is safe to assume that as long as each company continues to operate this way their competition will always be looking
* The culture at Zappos made it possible for the management to delegate and share responsibilities among the peers. This was evident in the vision created by the CEO of a boundary-less organization. * Their egalitarian culture and empowerment aided them in being innovative and helped the management in tapping and maximizing the creative potential of their employees. This was evident in their strong emphasis on cross-training of employees as part of the new hire process and at making it available for various career enhancing training avenues. * Zappos has been highly successful in keeping the professional confines of the employees as an extension of their family.
Trust is developed by clearly defining roles, expectations, and goals. This develops a familiarity between the different team members, which helps to produce a shared vision and reliance on each other and improves the team’s effectiveness (Bethea, Holland, & Reddick 2014). A highly effective team uses its shared vision and defined goals to foster a sense of group harmony. This allows for problems to be solved and goals to be achieved. With each problem solved or goal achieved, excitement grows within the team and a sense of accomplishment is felt once the process is completed (Bethea, Holland, & Reddick 2014).
Clendenin formed relationships step by step by first giving himself a good name by his accomplishments, implementing new strategies to save the company more money and in effect he also earned the respect of others. He was able to form key relationships with senior management, which in turn led to his appointment to run the MDC. Those relationships were also how Clendenin was able to get the MDC the funding needed to grow. He used his networks in all of the former subsidiaries that he worked with to form the teams that he needed and wanted. He is a linchpin in the end with all of the organizations that he belongs to; it’s no surprise that he was able to diversify his network within the different clumps.
Welch knew what it was going to take to put GE on the map to be the most profitable company in the world. He focused on quality, performance, productivity, technology and cost control to fix the operational issues that GE was currently facing and with the use of the six sigma technique the company flourished. GE the Early Times While the company was doing very well under the control of Jones, there were still some issues that they faced. Poor economic
By listening to everyone’s opinions they will feel a valued member of the team which will improve their wellbeing and job satisfaction. * Valued Diversity for a team to perform effectively