In the marketing aspect of this article it seems that Rosenfeld has the expert power, power that is based on the special knowledge, skills, and expertise that a leader possesses (468). It also seems that Rosenfeld has the power to sell and buy different products that Kraft can use which is a legitimate power, the authority that a manager has by virtue of his or her position in an organization’s hierarchy (466), but she is taking the time to make sure the changes that she wants to make is ok with everyone involved, which has so far in the article proven to be a hard task to accomplish. #3.) What
Characteristics of a transformational leader are providing vision and direction, gains trust from others, communicates expectations and critical purposes, motivate and influence rationality, advises, and guides individuals (Robbins & Judge, 2013, p. 383). I tend to be creative with the task given to me and I have the ability to think outside the box. Although I have a high attention to detail, my critical thinking and problem-solving skills make me an effective leader amongst my peers. “[T]ransformational leaders also show greater agreement among top managers about the organization’s goals, which yields superior organizational performance” (Robbins & Judge, 2013, p. 383). According to a study conducted by Gong, Huang, and Farh (2009), employees who work under transformational leaders had more self-confidence in their ability to be more creative and perform higher (pgs.
Paul Fortune was the GM for HI, came from England in April 2002 to the preparations for RDH. Problem: The challenge was to transform a large group of family-based employees, working under an ad-hoc management style, into a professional group of dynamic employees operating within a structured international organizational culture. Fortune also realized that many of the existing staff, who had been employed for as long as 30 years, were limited in their work professionalism and the ability communicate in English. Opportunities: Fortune has to reduce the number of employees from 675 to 350 employees by November 2002. A two month training period for all employees would being in search for employees with the right attitude and ability.
Mulcahy’s sales management experience developed her skills in buildings teams. “The key to managing a sales team is the ability to set goals and motivate your team,” she said. Harvard (2010) 1.2 Moving to Corporate As greater responsibilities came Mulcahy’s way, she was eventually promoted to vice president for human resources in 1992 during the 1990s restructuring. Mulcahy found she had a passion
My leadership plan for Mai is that she assists in the market research, development, and implementation of strategy Leroy Washington – My personality assessment score is ISTP. The relationship theory would also apply to me because I am interested in the performance of the group and I have high ethical and moral standards. Since this project calls for to be the manager appointed leader of this project, my leadership plan for me is to participate in the research, marketing,, development, and implementation of strategies for the new department to not only reach its target market but to also be successful in its desired market for as long as
While using a hybrid mix of authoritarian and democratic leadership styles senior leaders still retain the authority and responsibility necessary to effectively manage this diverse organization. By organizing in the Line and Staff Structure they have created clear lines of control while retaining technical experts to advise the group commander and squadron commanders. The systematic approach employed to managing day-to-day operations has proven very effective and serves as a key component to developing long term strategic plans to manage funding and manpower issues. Senior leaders have developed robust programs for growing new leaders from within the organization that understand the mission and ideals of this war fighting unit. By offering education opportunities, extensive amounts of supervisor led coaching and chances at additional responsibility and positions of authority they have created an upwardly mobile mindset in the members of this group.
Agency Head Leadership Style and Philosophy Mickey feels her leadership approach is more of a coaching style where she leads by example, builds strengths and is very adaptable. Leading by example is something she values greatly, as she wants her employees to see that hard work should be equally distributed within the team, starting with management. She is adaptable and realizes that all employees are different. She helps them succeed by turning their weaknesses into skills. She understands that her employees have science backgrounds and will interpret everything accordingly.
Lacie would benefit from implementing the self-efficacy theory. She already knows that she can do great work, and that the work that she does is above standards. Giving her more responsibility in the team environments would only cause her to work harder than she already does. Offering incentives of more responsibility is going to be her motivation; she likes to feel as if she is important within the group and thrives off others coming to her for advice and direction. She would also be the type that is motivated by her future career path, she wants to do well within the company, and she wants to see herself move up within the company, so she is going to push herself to succeed in anything that is set before
“For it is only when group members are able to elicit the followership of others that leadership emerges.” Her problem is that she seemed to be driven according to (One More Time), by Intrinsic Motivators and like in Frederick Herzberg’s experiment Karen placed a high value on achievement. No doubt when she was given the opportunity to take over the Elmville office she was excited and had to believe in her heart that what motivated her throughout her career could be used to motivate the financial consultants who were going to be working under her in the Elmville office. As Herzberg noted most of us are motivated by intrinsic rewards: interested, challenging work, and the opportunity to achieve and grow into greater responsibility. But he also noted that the real key to motivating your employees is enabling them to activate their own internal generators. Otherwise you’ll be stuck trying to recharge their batteries yourself-again and
Teams under certain circumstances can probably satisfy everything at once if the team adopts a collaborative approach, is high in Emotional Intelligence, can resolve conflict positively, acknowledge the importance of human well being and is capable of not losing the big picture. I believe from my own experience in my management role in France and my group work for FOL, that teams can be a powerful crane of performance when positive dynamics occur from within and therefore satisfy the elements of Amanda Sinclair’s quote. It is important to acknowledge that a team is a complicated structure of individuals, a“cauldrons of bubbling emotions” (Goleman, 1998, p 101) embedded in yet another complex structure which is the organisation. Thus, taking into account individuals and the interacting forces that results in a team is fundamental to appreciate and argue Sinclair’s quote. Individual needs cannot always be satisfied in a team unless a balanced approach and an understanding of the impossibility to satisfy everyone is understood.