1.1 DESCRIBE FACTORS THAT WILL INFLUENCE THE CHOICHE OF A LEADERSHIP STYLES OR BEHAVIOURS IN WORKPLACE SITUATIONS Leadership is defined as a dynamic process in a team whereby one individual influences the others to contribute voluntary to the achievement of team tasks in a given situation. Leadership depends not only on the knowledge, skills, and personality of the leader but also on the task to be achieved, the skills and the motivation of the team, and the environment or situation in which the leader has to operate. Leadership style is a leader's style of providing direction, implementing plans, and motivating people. The situational leadership theory (by Paul Hersey and Ken Blanchard) in 1969 proposes that leadership effectiveness depends on the leader's ability to tailor his or her behavior to the demands of the situation, namely, the subordinate's level of maturity. This theory highlights four different types of leadership behavior based on combining directive and supportive behavior: DIRECTING (high directive, low support), COACHING (high directive, high supporting), SUPPORTING (low directive, high supportive), and DELEGATING (low directive, low supportive).
UNDERSTAND A RANGE OF LEADERSHIP STYLES, THEIR BENEFITS AND POTIENTIAL IMPACT ON INDIVIDUALS AND PERFORMANCE 4. Identify the most commonly used leadership style(s) within an organisation and explain the likely effect this leadership style(s) has on a team’s performance. The most effective and commonly used leadership style used within an organisation is Situational Leadership. The success of this leadership style on enhancing the performance of its employees relies on the skills and the consistent execution of its principles by the ‘situational leader’. Situational leadership is a style that utilises all four leadership styles discussed in question 3: 1.
The primary focus of the team is to improve "interdependency among tasks—the success of the whole depends upon the success of each member and the success of each member depends on the success of the others" according to Robbins and Judge, (2013, pg. 346). The goal is to match the individual's skills and personality according to the assigned task in the Employment Verification Division. Personality Analysis Types Team B consists of four unique personality types evaluated using the DISC information to create a motivational plan based on the information collected. The DISC assessment reveals and identifies each employee's specific interactive personality
Ensuring adequate training is received by all, allowing individuals of to provide feedback and feel like they are part of the “team”, and offering quality production incentives can be implemented to help keep the turnover rate down and increase the production and quality of performance are some of the changes that can help management meet organizational goals. 2. Using the above scenario, consider Organizational Level 2: Entity (Culture) and Strategy (Mission). Which Leadership Challenge response is most appropriate: Defining, Shaping, or Publicizing? Using the theories discussed in Chapters 1-4, explain why you chose that response.
They also provide a clear description of what a person needs to be able to do and know. They provide the skills, ability, and knowledge a person needs in order to perform well in a specific job or occupation. A competency model can also be used to identify core competencies that leaders or employees need to develop in order to improve their performance, whether it be in their current job or for a future promotion. The Leadership Competency Model on page 253 of our textbook provides us with many competencies that middle managers should possess. After reading the case about Andra Rush and examining the listing in Figure 7.3 I can see that she possesses many of the leadership competencies that are described in the figure.
UNDERSTANDING LEADERSHIP Understand Leadership Styles Describe factors that will influence the choice of leadership styles or behaviours in workplace situations To enable understanding of factors influencing the choice of leadership styles and behaviours I considered Situational Leadership and will link this to my own workplace experiences. Situational Leadership covers 4 styles of leadership, directing, coaching, supporting and delegating and two types of behaviour being amount of direction and/or support employee needs when carrying out tasks. It also depends on employees’ competence and commitment of which there are 4 levels. Competence depends on employees experience/knowledge/training for any given task and commitment can be measured by the enthusiasm/motivation of the employee. The 4 leadership styles are linked to 4 levels of employee competence/commitment as follows.
B. Engagement 2. An important implication of the Expectancy Theory for leadership is that _____. D. group members must clearly understand the task to be done 3. A major concern about using goals to boost performance is that some group members, including leaders, will _____.
However, the most effective listeners are able to project all four levels at the same time. That is, they demonstrate that they are paying attention and making an effort to understand and evaluate what it is they are hearing, and they complete the process by demonstrating through their responses their level of comprehension and interest in what the speaker is saying." What is Interactive Listening? Active listening is a communication technique that increases understanding and rapport between speaker and listener. Rather than passively listening to the speaker (or not listening at all), the active listener pays close attention to both verbal and body language, then repeats back the most important points of the speaker's message Active listening is extremely helpful in building rapport between yourself and a speaker, because by following the basic pattern of listening and then stating the important facts you show the speaker conclusively that you are paying attention to them.
Achievement and recognition of achievement have been proved time and time again by Psychologists and social scientists, who say that these are the most powerful motivators. The Basis for Maslow’s motivation theory is that unsatisfied needs is what human beings are motivated by, also that a person’s higher needs cannot be satisfied until a person’s certain lower needs are met. Physiological, esteem, love, safety, and survival are all general types of needs that must be satisfied before a person can act altruistically. Maslow called these needs “deficiency needs”. As long as our cravings are fed by our motivation, we move towards growth, and self-actualization.
"Understand The Importance Of Leadership Styles And Behaviour Management Essay Hersey and Blanchard developed a Situational Leadership Model of management and leadership styles in order to present the ideal progression of a team from immaturity (stage 1) through to maturity (stage 4) during which management and leadership style progresses from directing(1), through the stages of increased management involvement of coaching (2) and supporting(3) to the final stage where the manager becomes relatively removed – delegating (4). This is the point at which the team is almost self-sufficient and possibly contains at least one managerial/leadership successor. I have applied a Hersey-Blanchard type questionnaire to determine my own leadership style. The analysis of the responses showed that I have a slight tendency to be directing above supporting and delegating with a lesser inclination towards a coaching style of management. Four situations where different leadership styles would be appropriate for your team Directing style – this is generally applied when staff in the team are highly motivated to do their work but do not have much experience.