Abstract The Life Styles Inventory (LSI) which I took identifies the thoughts and motivations which guide me as an individual and including behaviors. The LSI referred to my personal, management and leadership style .These areas will show the core of an individual's effectiveness or in this case my style and effectiveness. The characteristic of a person’s thinking and behavior contributes greatly to the way a person or individual performs their duties. Fortunately, people have the ability to change unsuccessful reasoning and behavior in such ways that can change an person’s effectiveness. First it is important that person know whether their actions are supportive of quality performance or act as a distraction.
Abstract This paper talks about different leadership behaviors included in the path goal theory and the different motivational relationships. These theories are explained with several examples from the movie ‘We are Marshall’. Path Goal Theory According to path goal theory, leaders engage in different types of behavior to assist followers in attaining goals and to provide the direction and support needed to ensure that their goals are compatible with the organization’s goals. A leader’s behavior is acceptable to subordinates when viewed as a source of satisfaction and motivational when need satisfaction is contingent on performance, and the leader facilitates, coaches, and rewards effective performance. The original path-goal theory identifies achievement-oriented, directive, participative, and supportive leader behaviors: 1.
The most interesting item to me was learning about “Locus of Control” and whether you or the members of your group possess a strong internal or external control. This can really help when determining what type of reward to use in order to motivate members or the group as a whole. How does this knowledge affect the way you interact in groups? It effects my interactions with groups in that I will be more cognizant of the members and group when dealing with incentives to motivate. As stated in our text book Engleberg and Wynn (2010), “Rewards should be associated with worthy behavior and should be
Values influence the leader’s character and professional development, instilling a desire to acquire the essential knowledge to lead. Leaders apply this knowledge within a spectrum of established competencies to achieve successful mission accomplishment. The roles and functions of leaders apply to the three interconnected levels of leadership: direct, organizational, and strategic. Within these levels of leadership, cohesive teams can achieve collective excellence when leadership levels interact effectively. According to the presented research, the relation between cultures and leadership styles is confirmed, therefore the managers are recommended to pay attention to cultural differences in the organizations in order to have more effective and efficient leadership, and to recognize cultures existing in their work scope correctly to provide a suitable style of
I will then move on to discuss aspects and principles of best practice. I will then continue to focus on managerial and organisational aspects relating to delegation, I will discuss these aspects using examples from practice. Delegation may be difficult but it offers many potential benefits to both individuals and the organisation, ‘resulting in the optimum use of human resources and improved performance’ (Wheeler: 2001) According to Batman and Snell (2004), delegation is the assignment of authority and responsibility to a subordinate at a lower level requiring that the subordinate reports back to their manager the results, positive
Homan’s (2007) definition portrays this more holistic approach to ‘individuals’, stating that ‘Cultural competence is the capacity to respond appropriately to the various cultural environments in which we may participate, enabling us to strengthen our relationships and accomplish our mutual purposes’, adding that ‘Cultural competence is both a value and an essential set of skills in our mobile, fluid society’. More recently, Ben-Ari & Strier (2010) concludes that all fluid concepts of cultural competence currently share two basic assumptions. Firstly that it is a “necessary and sufficient ‘condition’ for working effectively with differences and secondly; that it can be taught, learned, trained and attained”; and therefore presumably measured? Miller et al. (2010) talk of ‘Camphinha-Bacote’s Cultural Competence Model’ (2002) which states that there are five key constructs of cultural competence – ‘cultural desire, cultural awareness, cultural knowledge, cultural skill and cultural encounters’.
It is significant that subordinates have reach to the information essential for decision making. For ensuring effectiveness of the decision making, the leader must have the quality to motivate its subordinates. The facilitative leadership style is functional when the risks of a poor decision are least and the benefits of including the subordinates are considerable, like assembling timetables, or advantage programs. Consultative Consultative decision making takes place when the
By focusing on the partner promotion process, we are able to evaluate strengths and weaknesses of the process, which are presented hereafter. A strength of the Bain Promotion Process is the existence of clear frame conditions. The company has clear objectives of performance appraisal. In view of the strategic components, Bain links the individual job behaviors to strategic objectives. The CPC is looking for people who match the principles of Bain.
2.1 Explain the importance of reflective practice in continuously improving the quality of service protocol. Reflection is the examination of personal thoughts and actions. This means focusing on how you interact with colleagues, people you support and the environment. It means thinking about how you could have done something differently, what you did well, what you could have done
The Life Styles Inventory (LSI) survey has outlined some of the personality trait that has directed my life both personally and professionally. According to the survey, I scored highest in the Humanistic-Encouraging style with a raw score of 23 and a percentile score of 14. The Humanistic-Encouraging style indicates that I’m accepting of myself and others. I accept other people unconditionally and tends want to help others reach their goal and potential. According to the LSI self-development guide, Humanistic-Encouraging individuals tends to think, grow and take responsibilities for themselves.