They are able to speak many languages of the individuals within the groups they lead. A good leader pays attention to the facts and then makes decisions based on objective analysis of those facts, that not to say humanitarian factors succumb to the bottom line. Effective leaders naturally motivate people from their actions, which include showing respect, listening, reflecting, and negotiating through conflict. Efficient leaders learn the strengths and weaknesses of their subordinates and cohorts and utilize group dynamics. Leaders encourage and empower people to achieve success rather than place blame.
The 4 leadership styles are linked to 4 levels of employee competence/commitment as follows. Style 1 Directing – Leader gives instructions i.e. telling employee what, how, when to do task, close monitoring of employee, task progression, communication, decision making by leader. Level 1 Competence/commitment - Employee has little/no competence, knowledge, prior experience or training but has high commitment/enthusiasm for the task. Style 2 Coaching – Leader gives instructions/directions, employee closely monitored leader would make decisions but give explanations to employee; leader elicits suggestions on completing task and supports employee progression, communication from leader with input from employee.
"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.
The relationship between leadership style and effectiveness suggested that, under condition a, style x would be appropriate, whereas style y was more suitable for condition b, and style z for condition c (Robbins et al 2011). Over the last several decades many researchers have studied into the different contingency theories. At the present time the four main theories are: Fiedler’s contingency mode, House’s Path-goal theory, Hersey and Blanchards situational theory and the leader-member exchange theory. First of all Fiedler’s contingency model proposes that effective group performance depends on the proper match between the leader’s style and the degree to which the situation gives the leader control (Robbins et al 2011). He believed that the success of the leader is dependent on their individual leadership style and orientation,
Unit 2: Team Leadership in the Uniformed Public Services 1 Understand the styles of leadership and the role of a team leader 2 Be able to communicate effectively to brief and debrief teams 3 Be able to use appropriate skills and qualities to lead a team 4 Understand what makes an effective team. Introduction Your Objectives: In this chapter you will learn about the following: The styles of leadership and the role of a team leader The process of briefing and debriefing teams The appropriate skills and qualities required to lead a team The things that make a team effective 1. Leadership Styles 1. What are leadership styles? Definition: Leadership styles may also be known as management styles.
If you have the desire and willpower, you can become an effective leader. Good leaders develop through a never ending process of self-study, education, training, and experience” –Colin Powell If you ask someone to define the term leadership, there is a great possibility that each individual would provide a different answer. While some people may define the term leadership based on personal experience from fulfilling a leadership role, others may define the term based on what the qualities they hope to see in an individual. A leader can best be described as, “one or more people who selects, equips, trains, and influences one or more follower(s) who have diverse gifts, abilities, and skills and focuses the follower(s) to the organization’s mission and objectives causing the follower(s) to willing and enthusiastically expend spiritual, emotional, and physical energy in a concerted coordinated effort to achieve the organizational mission and objectives (Winston & Patterson, 2002).” A leaders concern doesn’t only end with his or hers employees as stated in the above quote by Colin Powell – a leader must continue to seek personal development and continue to find ways to grow improve their skills and build on their experience. Given the listed characteristics of what a leader is, the question that is frequently pondered is, are women or men better leaders?
by ProQuest Information and Learning Company. Character for Leadership ii Character for Leadership iii Abstract While character is popularly considered a significant determinant of behavior, current theories of leadership typically consider behavior alone in the evaluation of effective leadership. One model of transformational leadership, visionary leadership theory (VLT; Sashkin & Rosenbach, 1996; Sashkin & Sashkin, 2002), incorporates the personal characteristics of the leader in addition to specific leader behaviors in the consideration of effective leadership. Using the model of character constructed by Cloninger, Svrakic, and Pryzbeck (1993), this study evaluated differences of character levels on effective visionary leadership behaviors for a sample of students preparing for religious leadership. This study utilized The Leadership Profile (TLP; Sashkin, Rosenbach, & Sashkin, 1997) and the Temperament and Character Inventory (TCI; Cloninger, Przybeck, Svarkic, & Wetzel, 1994) instruments.
Personality traits include assertiveness, dominance, creativity, self-confidence, administrative ability, and fluency of speech, social perceptiveness, and adaptability. Social traits include motivation, responsibility, initiative, persistence, task orientation, cooperativeness, and sociability (Howell & Costley, 2006). Society often believes that leadership traits, which people are born with. Typically traits are identified in people and the common misconception is those people are that they are born with those traits. With the traits as listed above it is not correct to generalize by saying that leaders are born since these traits
The four leadership styles for the manager are: S1 – Telling / Directing – The leader defines the roles and tasks of the worker and supervises them closely. Decisions are made by the leader and announced, so communication is largely one-way. This is style is used in situations where a worker lacks competence but is enthusiastic and committed. They need direction and supervision to get them started. S2 – Selling / Coaching – The leader still defines roles and tasks, but seeks ideas and suggestions from the worker.
These leaders usually use one-to-one communication. The third trait of under outstanding leadership is management of trust, which entails acting in a consistent manner so that followers are able to predict the ways in which the leader will respond or act. Obviousness of behavior develops affability by lowering doubts in the minds of subordinates.