Order from us for quality, customized work in due time of your choice.
Leadership styles for different situations
Autocratic leadership
Under autocratic leadership, the leader has complete control over employees. Workers are not given a chance to express their views on pertinent issues affecting the organization (Biech 20). Most people dislike working under this type of leadership. As a result, a company or department under an autocratic leader suffers high staff turnover and absenteeism. Its only appropriate for routine and unskilled tasks where controlling behavior may not have catastrophic results. Its also good during times a crisis where agreement is not important for a favorable outcome.
Bureaucratic leadership
Bureaucratic leaders insist on working procedurally according to laid down rules. Under them, there is no room for trying out other things other than what is laid down. This style is appropriate when working in a high-risk environment, such as a place with toxic or dangerous substances.
Charismatic leadership
Leaders with charisma inspire and inject enthusiasm into their followers. Its a great style when there is a task to be done quickly, or where concrete results are required in a short period of time. The downside of this leadership style is that an organization or the project may collapse once the leader leaves. This is because the focus under such leadership is on the leader, as opposed to the people themselves or the organization (Biech 25).
Democratic or participative leadership
Democratic leaders invite employees to contribute to proposed changes before the final decision. This participation by employees is a great motivator. They feel appreciated and part of the process of the organization. They also feel that they own the final decision reached, and this inspires them to cooperate towards the realization of what has been decided. This type of leadership is best when working as a team. It is the best where the quality of what will be produced is more essential than speed.
Laissez-faire leadership
This style is can be described as hands-off leadership. The leader of the company or the team leaves employees to their own devices without interference (Quick 12). This style works if members of a team who are experienced and they know what they are doing. It can also work if the leader constantly monitors what the team is doing and regularly give feedback.
People-oriented leadership
This type of leadership focuses on the people as opposed to tasks. The focus of the leader under this style is to organize, support, and develop the team. The goal of the leader is to encourage collaboration and good teamwork. This style of leadership is excellent where a difficult project is being done that requires the collaboration of all in order to succeed.
Task-Oriented leadership
The focus of the leader is on the task. Obsession with the task by most task-oriented leaders brings out the worst in them, including dictatorial tendencies. It is very difficult to retain staff under this leadership style. Its only appropriate for fringe jobs such as cleaning and other menial jobs.
Transactional leadership
Under this type of leadership, members of the team agree to obey the leader without question once they accept the job. Their compliance is rewarded by pay. Hence, the leader has wide latitude in dealing with employees or members of the team, including taking appropriate corrective action if set goals are not achieved (Quick 15). This style works best where short-term tasks need to be completed. It has been found to fail where creative work is a requirement.
Transformational leadership
True leaders possess this type of leadership style. A transformational leader is inspiring and members follow him enthusiastically. He has a clear vision of what needs to be done to achieve the goals of an organization. This is the best type of leadership in times of uncertainty.
Ways of motivating staff to achieve objectives
Human resource is one of the most important resources at the organizations disposal that can be deployed to improve performance. This can be done by motivating employees. The best way to do so is by compensating them well. However, money is not the best motivator in most cases. The following are some of the most reliable and widely used ways, other than compensation, of motivating staff to achieve objectives:
Recognition
An employee who accomplishes something for the organization deserves to be appreciated and celebrated. Most organizations overlook the power of appreciating an employee for a job well done. Doing so is a morale booster for the employees concerned. Recognition could be done verbally in a gathering and/or offering trophies or cash rewards.
Coaching
The only cost of coaching is time. Coaching is very important in employee development. The underlying message the employee gets is that the employer cares about their performance and is willing to invest time to enhance their skills.
Training and development
Training is now universally recognized as one of the best ways to motivate staff. It should be continuous and never-ending because no amount of training can be said to be more than enough. Training sessions conducted by the supervisor or the manager enhances employee performance and productivity (Institute 65). Importantly, it aligns, on a continuous basis, the focus of the employee and directs it towards the organization.
Career Path
People always want to know what is in store for them. The employer should structure career paths for the various cadres in the organization to include the various opportunities available to them for growth. The employee should feel that there are opportunities for growth and promotion. This will motivate them to work harder.
Job Titles
Job titles appeal to our vanity. They tap into the self-esteem of the people. In a way, a title sends a message to the receiver about how he/she is perceived in and by the organization. Titles with positive attributes are a huge morale booster. Creative titles with positive connotations should be thought out and given to the employee.
Conducive work environment
Work environment often ranks next to compensation in terms of importance to employees. Employers on the other hand do not think the work environment is that important (Institute 56). The work environment consists of little things such as the beauty of the office, the furniture, pictures hanging on the walls, and other such little things. An office designed to offer maximum comfort when working is very important.
Stress management
The modern work environment can be demanding leading to stress. Also, outside work engagement can be a source of stress and hence affect work office work. Employees appreciate the support of the management of the company to help them manage stress.
Additional responsibility
Some people are willing to handle additional responsibilities. The management should seek out these people and accordingly give them more responsibilities in areas of their competence.
Demonstration of working in a team as a leader and a member
Leading a team is perhaps more challenging than most people think. This is what I realized during the group activities as a leader and as a member. The first task of a team leader is to create an atmosphere where trust, open communication, creativity, and cohesion among members prevail. This is easier said than done because it means helping members throw away their guard and prejudices.
The leader should be required to provide the members with a vision of the objectives of the project. Its impossible to work without a clear vision. The members should be sufficiently motivated and inspired. What inspires them is the larger vision of what is hoped to be achieved. As a leader, the most important thing is to offer leadership based on your personal behavior (Maddux and Wingfield 100). I found that it is hard to influence behavior beyond how you, as a leader, are conducting yourself.
In terms of behavior and conduct, members can only go as far as the leader goes, not more. In this case, I readily coached team members to develop them as a formidable result-oriented team. Problems do arise once in a while. Teams are formed to help with the problems or issues requiring answers. The process of doing so, which is the team, is itself not immune to problems. When this happens, the onus is on the leader to solve the problems and steer the members towards greater collaboration (Quick 22). I had to step during activities to resolve problems in the team.
One of the best ways to achieve a harmonious course of action is striving for consensus on issues that brings members apart. Having differences in point of view is a sign of appreciating deeper issues that need to be resolved. However, because its only a single solution that can possibly carry the day, the consensus is important for the team to come up with one agreed position. Consensus always makes everybody feel they have won.
Working in a team does not mean all members developing a herd mentality. Diversity of views is critical to solving problems. In that regard, a leader should encourage healthy group dynamics, aid in dispute resolution, participate in all activities, and celebrate the accomplishment of the team.
What I learned as a team leader is a need for obtaining the necessary resources on behalf of the team and providing it with requisite requirements. Some of these requirements include a meeting place, furniture to use, equipment required, and means of communications (Maddux and Wingfield 89). Decisions on these must be made by the leader in consultation with the members.
Another important aspect of leading the group is communication. Members need to be updated constantly on their progress against the plan or schedule. If the team is working under an organization, the person under whom the group falls under need to be informed of progress. The relevant information to be given includes emergent issues arising related to task under consideration by the team and status of the project.
Lack of communication can be disastrous to the team. In case of a conflict and disagreement, it will escalate. When I was leading the team, I had to careful to offer guidance and resolve disputes to avoid them from escalating. Unresolved disputes can mutate to take a new personal and dangerous context.
Review of effectiveness of a team in achieving goals
Teams or groups exist because of two things:
-
the task on hand cannot be accomplished by an individual person.
-
Needs of certain employees are best met by belonging to a team.
All organizations themselves are composed of groups. A small group, or a team consisting of a few people can, however, be established to deal with a specific issue. What makes a large group effective is the same that ensures the success of a small team, and that is the effective use of resources.
Teams are very important in the workplace. They are good because they provide high level motivation, enhance coordination, improve the process of making better decisions, and improve the process of problem solving. The only problem with teams, however, is that decision making is slow, and developing a cohesive and effective team is even slower. Once a cohesive and effective team is in place, its advantages outweigh demerits by far.
An effective team does not necessarily have to one without any conflict. Indeed some degree of conflict in a team is desirable. Where conflict is not visible, the only logical conclusion is that its being suppressed. Conflict is the natural result of divergent thinking. Only a team populated with people thinking differently, but willing to discuss the merits and demerits of each point of view, can come up with a radical solution.
Teams have diversity that makes it possible to develop good solutions that can stand the test of time (Maddux and Wingfield 86). Modern organizations work in a complex environment full of problems. Solutions to most of these problems are not obvious and are often hidden. The perfect solution is often elusive. Its common for a problem one thought they had solved to keep recurring. A well trained team is better at fixing some of the most stubborn problems in the workplace. This is because it has to dig up and understand the underlying root problem.
A competent team is able to make a better solution to a problem that an individual working alone. The most important thing in team, and this is what is responsible for success of teams, is motivation and coordination. It is fun to work in a team and this is can be very energizing. The feeling members get is nothing compared to sitting on a desk trying to figure out what could be a solution a complex problem that maybe affects the whole system.
Despite the importance of teams in solving problems in organization, they are most effective if they possess the following key attributes:
-
Common goals and objectives.
-
Utilization resources at their disposal well.
-
Members of the team develop trusts among themselves and evolve a workable conflict resolution mechanism.
-
Shared leadership where the goals of the team are not to arrive at some preconceived solutions set by the management. The team you be given the mandate to arrive at the solution that best serves the interest of the organization.
-
Effective communication among the members, in an open and honest manner is a must.
-
Solving problems and coming to a decision. Those are two critical functions of a team. The two must be arrived at systematically to avoid time wastage and making inappropriate decisions.
-
Approach a problem creatively. Most problems that teams handle are difficult and, therefore, creative solutions may be the only way to solve them.
-
Periodic evaluation is required. This provides a moment of reflection and introspection on what has been achieved with reference to what program or schedule had or has set.
Works Cited
Biech, Elaine. The Pfeiffer book of successful team-building tools best of the annuals. 2nd ed. San Francisco, CA: Pfeiffer, 2008. Print.
Institute, Arbinger. Leadership and Self-Deception Getting out of the Box.. San Francisco: Berrett-Koehler Publishers, 2010. Print.
Maddux, Robert B., and Barb Wingfield. Team building: an exercise in leadership. 4th ed. Menlo Park, CA: Crisp Learning, 2003. Print.
Quick, Thomas L.. Successful team building. New York: AMACOM, American Management Association, 1992. Print.
Order from us for quality, customized work in due time of your choice.