The research focus the importance of delivering intervention after leadership training, not only ensure that behavior goals are achieved, but also to make sure that negative outcome for leaders is not happen in workplace after the training. In practice, these findings suggest that training designer and trainers need to be aware about the possible outcome from leadership training, the positive effects as well negative ones that are connected to behavior outcomes that may also represent. For example, by promoting the positive atmosphere that got from the training and celebrate this to achieve more positive change in transformational leadership behavior. The study stated by Bandura (2001) about social cognitive theory, reveals that leaders’ reaction to transformational leadership training includes psychological attributes as well as behavioral changes. These changes that leaders experience over period of time after the training are associated with the amount of improvement and decline that leadership experience in their behavior, perhaps they should about be able to designing training intervention that are more effective in supporting those
Leadership Style HCS 475 Ms. Shelly Uhrid April 8th 2013 Brittany Warnock Leadership styles will help with the direction of the group or team. If one does not understand the leadership style then it could jeopardized the direction of the group or team. It takes one’s knowledge to understand and identify one’s natural style of leading. A leader knows the team’s maturity and what they can handle in different situations. Some of the subjects that will be addressed in this paper are viewing the successful leader and his or her leadership style, addressing why he or she is in the leadership role, and comparing both leadership styles.
To aid in deciding what style of leadership is appropriate for my particular team it is vital that I understand not only how my team is performing or even capable of performing but also the dynamics and personalities of the individuals making up the team. There are three main leadership styles as defined by Lewin, Lippitt and Whites. . Authoritarian (Autocratic) This style is used when leaders tell their team members what they want done and how they want it accomplished, without seeking any advice from them or the team actually having any input into the decision making process. This style of leadership would be bet suited to new team members and also to existing team members that need close and continual management they require a great deal of supervision and guidance to enable us to meet SLA’s and KPI’s Although this style can be seen by some as a heavy handed, almost as a military approach to leadership, it is necessary.
Contingency Model for Coaches According to Northouse (2013), the Fiedler’s contingency theory could be described as a leader-match structure where leaders are entrusted to the most appropriate situation while taking into account for their capabilities and traits. Therefore, the effectiveness of a leader’s style is contingent upon how they adapt to the current situation. One of the questions asked for this paper was to determine if the coaches’ style matched their situation based on Fiedler’s model. This question would have to be answered with a yes and no. In this model, the leader employs a task or relationship motivated leadership style (Northouse, 2013).
Model the way – “you have to open your heart and let people know what you really think and believe.” I found this quote very convincing. From my experience, leaders that believe in the project or task and voice their values allows them to create a more open line of communication and set a positive tone for the group. This practice is very important in any leadership role because “people follow the person first, then the plan. “ Inspire a shared vision – having the desire to make something happen and create change. In order to do this the leader must understand their followers and “speak their language.” Effectively communicating the overall vision and expressing what you stand for are the key components to this practice.
The mission statement is a written statement that states your team’s purpose and helps to inspire and motivate your team; the vision statement takes this one step further and looks at the desired future for your work team. Having the teams input into these goals and objectives helps give the team members ownership and a sense of belonging to the team. When the team’s goals are set, they need to have a certain criteria that must be met to make them a realistic goal. They must be clear, concise, have a set time frame, and most importantly, be measurable. These goals need to link with the organisations goals and KPI’s to help create a more efficient workplace.
The habits that are described by Covey are as follows: Be Proactive, Begin with the End in Mind, Put First Things First, Think Win/Win, Seek first to understand, then to be understood, Synergize, and Sharpen the Saw. It is within these habits that we have the power to change; the habits are the tools to become stronger leaders and clearer thinkers. The habits are supported by his opinions and research, to do the opposite of the habit is described in negative terms. The first habit “Be Proactive” is about taking initiative and to focus on what we can influence and stop focusing on the things we cannot change. In each of the habits described Covey shows what is needed to change our habits and what the consequences are of not changing.
As important as needs fulfillment is the requirement to achieve a good fit within the e organization to “set the stage” so to speak for the individual to be able to strive for success. A good fit between task and organization leads to competence and motivation. Project managers must know their people well in order to ensure that they are placed in the correct positions to achieve the most that they can. Hersey & Blanchard Situational Model: Leaders should adapt their style to subordinate style or maturity, based on how ready and willing the follower is to perform required tasks based on their competence and motivation. There are four primary leadership styles listed as S1 to S4 that match four subordinate development levels, D1 to D4.The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower, depending on the development level of the follower.
Examples of great leaders can be found throughout different time periods and situations. This paper is a guide for people who are interested in leadership. Introduction The dictionary definition of a leader is that of one who leads or goes first. In other words a leader should be able to be ahead from others in all questions concerning his or her job. This person uses abilities to influence a group toward obtaining a particular result.
Identify strengths and weaknesses while seeking ways to challenge through a different perspective that can open opportunities to improve. This Masters course on Organizational Leadership has proven that leadership is an ever-evolving theory where no one approach is acceptable. Research and continued professional development will keep a leader up to date with current strategies that may be suitable to one’s organization. It is then that the leader must align oneself with the organization’s strategic vision that may be based on traditional methods or looks toward the future by incorporating change management for a transformation