The inspirational and supportive styles are most effective as these develop through exploiting opportunities of change in order to accomplish positive goals. The supportive style has the role to facilitate the work of employees and provide the necessary involvement of leaders by listening and cooperating. The maintaining phase involves overseeing the progress, guiding others, energizing, and assisting. Logical, inspirational, and supportive leadership styles would give positive results here. This phase is complex and needs a mix of actions and tactics.
NCLB set forth a certain criteria to be met, but allowed the states to determine how they would accomplish it. Therefore, each state handles assessment and accountability differently. This makes it hard to show success or failure of the programs. Supporters and critics alike can cite research that supports their opinion. My opinion of NCLB is it is flawed, developmentally inappropriate, ill funded, ←and→ leaving more students, teachers, ←and→ schools behind than ever before because The tests have turned into the objective of classroom instruction rather than the measure of teaching ←and→ learning.
“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.
Leadership Style An effective leader generates connections between associates of the organization for the purpose of increasing performance and accomplishing exceptional results (Sullivan & Decker, 2009). An effective leader will encourage members of the organization to collaborate by delivering motivation and direction to attain organizational goals. “One thing that all leaders have in common is one or more followers. If no one is following, one cannot be leading” (Vroom & Jago, 2007, p. 1). A leader can achieve organizational goals by interpersonal skills to persuade, influence, and guide others.
The questions to answer are how we can make the organization better. How can the open up the beginning of conversations to others in order to improve work environment for everyone? To be a leader or not be a leader, that is the question. An organization’s leaders are responsible for its growth, development, and operation. Leaders set the overall vision for the organization and establish its goals and processes.
What would you do to achieve this? Explain how you think coaching or mentoring can contribute to encouraging employees to participate in continuous improvement processes. Coaching and mentoring are centred on unlocking a person ´s potential to maximise his or her own performance. A focus on improving performance and the development of skills is the key to an effective coaching relationship. To achieve this, Coaching and mentoring should be applied to the area you want to develop, such as motivating staff, delegating, problem solving, relationship issues, team building, and staff development.
Education, training, and incentives provide a basis for developing an environment to promote teams and teamwork (Taplin, Foster, & Shortell 2013). Education and training programs that emphasize collaborative care and team building are essential. Also, organizational leaders need to highly value this training and the concept of interprofessional collaborations. This can partly be accomplished during the hiring process by stressing team and teamwork values to prospective hires (Taplin, Foster, & Shortell 2013). Continuing training and coaching as collaborations work can provide encouragement during the process.
Leaders serve as role models and communicate a clear vision to their followers. A transformational leader takes on the responsibility for revitalizing an organization. They define from what is already in place the need for change, create new visions, mobilize commitment to those visions, and ultimately transform an organization. They possess the ability to dream, translate those dreams and images so that other people can share them. (Tichy & Devanna, 1990, pp.
Thus organizational change is at the very heart of a leader’s role. This paper will argue that a pluralist approach to understanding leadership’s role in organizational change possesses the greatest utility in informing practice. In doing so, it will present a number of different concepts of organizational change and consider the role of
TRANSFORMATIONAL LEADERSHIP Student by name Institution affiliation Course Professor Date Introduction Transformational leadership is leadership that aims at changing an organization’s present reality through the communication of a convincing vision. The objectives of a transformational leader are to change the attitudes, behaviors and motivations of employees under him. According to Bass (1985: pg. 320), transformational leadership is leadership distinguished by the ability to bring about considerable change in employees and the entire organization. Transformational leaders develop visions that can be inspiration to other people.