The test that examines more in depth of leadership styles produced a somewhat predicted outcome. I know that my style and personality are strongly linked to achieving a task to completion. There are few times where I put people’s concerns or worries ahead of the task, generally when necessary but defaulting to task at hand as priority. I don’t believe that I’m inconsiderate of people as my style is to be balance the work loads and give people an opportunity to achieve their directives. This allows me to focus more on the issue at hand and worry less about people’s opinions.
I always outline the purpose of the session and how it applies to the attendees, but I frequently experience resistance in the form of poor participation. One of the more effective ways I have found to overcome that resistance is to use what Knowles refers to as “role models”. I use the success of other team members as examples to be followed, and ask those individuals to speak whenever possible. This usually prompts lively discussion, and engages the attendees into the training session. In the future, I will also incorporate Knowles’ (1989) strategy of acknowledging that “… I knew some students were there under compulsion and that I wished this weren’t so…” (p.2).
The interview would also put pressure on us by looking at that us all the time instead of writing something down to make it look professional. I would also sometimes speak too fast which showed I was nervous which wasn’t good for the role play we was doing. How we could have improved the interview There are many ways we could have improved the interview for example we could have practice the role play and remembered the lines better. The interviewer could have pretended to write something which would have put less pressure on me which would have made me less nervous. At the end instead of only asking 2 questions I could have asked one more which would look really professional.
The learning curve will present challenges in that, employees will maintain the need to refer to the old system to proceed with business as usual. Possible struggles presented by the learning-curve are expected from several employees. Some will adjust more than others, but the main challenge is in the adaptation or orientation phase. Technologically, since the system is equipped with back up software, it should eventually eliminate the need for hard copy records and files. This will save time in the long run, which should encourage most employees despite their initial frustration with the management system change.
When working in a team setting I find myself wanting to start ahead of everyone else and leading the group to obtain the best results. The D style personality weaknesses can include when I over step authority due to control issues. My listening skills are often poor in certain situations, which results to overlooking the important issues. The dominance personality style person is motivated by new challenges and achieving goals. Dominance personality leaders are humble but enjoy verbal recognition as well as rewards.
I am the type of person who wants to know everything and be the best at every task I perform, and doing the necessary work to identify the appropriate source of information will make that task just a bit easier. Conclusion I believe that the role of the knowledge worker has changed, thanks mostly to technology. Most people have become so reliant on technology that they have become lazy. But the true knowledge workers do what is needed in search of more knowledge, and those are the real assets to the organization. It has been proven that knowledge workers cannot be effective if they are micromanaged or told how they need to complete their tasks (Hammer, 2004).
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). Highly effective teams are also proficient at the process of self –evaluation. These collaborations learn from each experience, gaining knowledge and skills to address the next challenge or situation. A collaboration’s honest critiquing of the care process encourages growth and leads to an even more effective team. #2 Effective collaborations though can only form if there are effective members on the team.
There you will also be given the’ code’ you need to break your current behaviour pattern and replace it with one that is more desirable. I personally prefer a more authoritarian style of induction. I surprise myself in this because i generally don’t respond that well to authority; however i really struggle to take myself to my own special place. When i am in conversation with friends or family or i am reminiscing over memories past i can take myself to that place within seconds or if someone asks me to imagine the word happy for example, similarly i can picture a time of smiling or laughter normally with the people i love. Since my last session with the my tutor i have tried desperately to envision my special place, but have truly found it so much easier to be taken somewhere, here i can place the items, sights, smells, people or even noises that i want there with me and i fell comfortable and safe.
I try to show good leadership skills in hopes of influencing other people to make better choices. The world is looking for true leaders. We possess the abilities to be influencers. Leadership is an ongoing learning process. An effective leader is someone who compels and motivated others to action.
Our team members who were always in conflict in the dissatisfaction stage started to feel good about being a part of the team and focused more in the enjoyment of cohesion rather than effectively infusing their unity and energy into the task at hand. Though the desertion of the task was for a brief period, it costed hugely on the firm. Conflict avoidance: In this stage, Bonebright (2010) observes that “Task conflicts are avoided in an effort to insure harmony” (p. 114). In order to have a common agreement and avoid conflict, our team members started to develop a tendency to agree and not forthcoming with sharing new ideas. “The reluctance to deal with conflict can slow progress and lead to less effective