The work environment that an employee is surrounded by also plays a significant role. When managers or instructors are giving training it is important to conduct training is such a way that everyone will be interested and motivated to learn. A manager or instructor must know and understand the employee’s abilities and what motivates them. It is important to instill theories of transfer and self-management strategies that way the employee will know how transfer training with minimal supervision. “If trainees lack the basic skills needed to master learned capabilities (e.g., cognitive ability, reading skills), are not motivated to learn, and do not believe that they can master the learned capabilities (low self-efficacy), it is doubtful that learning and transfer of training will occur” (Noe,
We recapped the four management functions. 1) Planning: which defines the organization’s goal and establish a strategy to accomplish it. 2) The coordinator function: a leader/manager whose job it is to motivate employees and resolve any conflict among the staff as it arise. 3). The Controlling function: the manager taking charge to make sure all the operations of the organization, are running smoothly and monitors employee’s performance (Robbins & Judge, 2011).
Managers have the responsibility and power to make decisions and oversee companies. A leader will be able to think and act creatively in difficult situations. Leadership unlike management cannot be taught, but can be enhanced by mentoring or coaching. Hersey and Blanchard 1972, Situational leadership. Hersey and Blanchard believed that a person’s readiness was the situational characteristic that determined the combination of task and a person’s behavior.
Therefore, the four situational leadership styles to adapt was s developed by the expert. The first style (S1) is Telling, where the leader defines the roles and tasks of the follower and supervises closely. It is simply directing the follower and telling what to do, where to do it and how to do it. This is the style applicable to use for R1 level of the follower, high task is required with low relationship. Decisions are made by the leader and announced, thus, communication is one-way.
1.1 DESCRIBE FACTORS THAT WILL INFLUENCE THE CHOICHE OF A LEADERSHIP STYLES OR BEHAVIOURS IN WORKPLACE SITUATIONS Leadership is defined as a dynamic process in a team whereby one individual influences the others to contribute voluntary to the achievement of team tasks in a given situation. Leadership depends not only on the knowledge, skills, and personality of the leader but also on the task to be achieved, the skills and the motivation of the team, and the environment or situation in which the leader has to operate. Leadership style is a leader's style of providing direction, implementing plans, and motivating people. The situational leadership theory (by Paul Hersey and Ken Blanchard) in 1969 proposes that leadership effectiveness depends on the leader's ability to tailor his or her behavior to the demands of the situation, namely, the subordinate's level of maturity. This theory highlights four different types of leadership behavior based on combining directive and supportive behavior: DIRECTING (high directive, low support), COACHING (high directive, high supporting), SUPPORTING (low directive, high supportive), and DELEGATING (low directive, low supportive).
Decision making with your employees will let them gain respect for the leader and become more determined. This style will bring strength between you and your employees. Laissez-Faire-This style is used when the leader is lazy or distracted, it’s more of a you do what you want style. This style can be used when the team is highly capable and motivated, it’s when the team doesn’t need close monitoring or supervision. This style can cause failure when the leader expects the group to make the decision between themselves when they are un sure about what they need to achieve and how they need to accomplish the task.
The ten personality characteristics are self-knowledge, open to feedback, eager to learn, curious risk takers, concentrates at work, learn from adversity, balance tradition & change, open style, work well with systems and serve as models & mentors. The four competencies of leaders are management of attention, meaning, trust and self. Bennis mentions that empowerment is the effect of leadership. In organizations with effective leaders, empowerment is most evident in four themes: people feel significant, learning and competence matters, people are part of a community and work is exciting. In summation, this article introduced descriptive traits and competencies of
This style can be effective when: employees are performing routine tasks over and over employees are working with dangerous or delicate equipment that requires a definite set of procedures to operate, safety or security training is being conducted. This style is ineffective when: employees lose their interest in their jobs and in their fellow workers, employees do only what is expected of them and no more (Steinheider, B., & Wuestewald, T. 2008). A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, and superiors. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions.
Application of Transformational Leadership Transformational leadership provides what is typical of leadership who work in transforming context, a general way of thinking about leadership that’s focus on ideals, inspiration, innovations and individual concern. But it does not provide a clearly defined set of assumptions about what they should do in particular situation to be successful. Bass and Avolio (1990) suggested that transformational leadership can be taught to all people in organization, can be used in recruitment, selection and promotion and learning development. Also used in improving team effectiveness, decision making groups, quality enhancement and reorganization. People can use questionnaire to profiling leader’s strength and
As important as needs fulfillment is the requirement to achieve a good fit within the e organization to “set the stage” so to speak for the individual to be able to strive for success. A good fit between task and organization leads to competence and motivation. Project managers must know their people well in order to ensure that they are placed in the correct positions to achieve the most that they can. Hersey & Blanchard Situational Model: Leaders should adapt their style to subordinate style or maturity, based on how ready and willing the follower is to perform required tasks based on their competence and motivation. There are four primary leadership styles listed as S1 to S4 that match four subordinate development levels, D1 to D4.The four styles suggest that leaders should put greater or less focus on the task in question and/or the relationship between the leader and the follower, depending on the development level of the follower.