Are You a Good Boss or a Great One

I found collaborative leadership, collaborative commutation, collaborative problem solving and collaborative conflict response the most valuable. Each piece is highly needed to create a successful team, for my own success. These are the ones that I found that pop up the most within in my own experience as a team member. I actually do a lot of collaborative work with other people in one of my artistic hobbies, where I team up with a bunch of people who do the same thing and we create a huge piece together. I've found that stepping up and making everyone do their parts by the deadline through commutation has often helped because a lot of the people I team up with would rather just work on what they needed to then step up more so they could concentrate on their work.

Leaders use various impact procedures to adjust the conduct of individuals. The impact procedure changes as per the requests of the circumstance. In spite there being various styles of a successful administration, leaders must have the capacity to apply impact over their workers keeping in mind the end goal to accomplish results. Workers can display various responses to the endeavors of authority to impact them, from resistance to duty. Representatives must focus on leadership that they find trustworthy, generally impact systems pioneers use are incapable (Thibodeau, 2010). Influence processes allude to the five ways pioneers shape authoritative variables including individuals and assets. The five influence processes include direct decisions, reward system, allocation of resources, selection and promotion of other leaders and role modeling.

“The images, metaphors, or frames that we hold, both of managing and of change, influence our ideas of what we think managing change is all about” (Palmer, Dunford, & Akin, 2009). As people we all see through our own eyes, we call see a different perspective and have a different reaction to what is coming next. As human beings we react differently to situations. Situations of change are transitions that some are able to adapt to quickly while others have a hard time. Being the leader of that change can be difficult and helping make a change does not come easily or effectively. Keep and Newcomer (2008)

In order for an organization to be successful, it depends upon the organizational structure, availability of resources, vision, and mission of the organization, and employees’ willingness to work towards the change-related goals (Brisson-Banks, 2010). Many employees, even at the management level, may lack the experience and motivation to recognize the urgency of change (Erwin, 2009). Ford, Ford, and D’Amelio (2008) wrote that resistance to change grows from broken agreements and trust violations. The article states how some people may experience anxiety about job stability and growth become overarching. In addition, they may fear that they will not be fortunate enough to retain their jobs, whereas others are simply unwilling or unprepared to learn and develop new skills.

Justin Racz’s “50 Bosses Worse Than Yours” introduces an observation on the account of working with a bad boss. This featured video gives an outline of bad bosses based on author’s personal experience. In the beginning of the segment, we are asked a simple question, “Just what makes a boss bad? As a rule, they do not have the relationship building abilities necessary to be prominent business leaders. Bad bosses have been described as patronizing and dishonest individuals who do not think about the welfare of their employees in the workplace. With a bad boss you can expect a strained work atmosphere and stressful environment. The working conditions turn out to be severe to the point that numerous employees consider leaving their jobs in light

The reason why most changes fail is the lack of planning. Managers are usually the change agents in organizations (Marquis & Huston, 2015). The change agent must be proficient in managing human emotions and balancing factors within the agency that will be affected by the transition. Timing should be considered before a change is

Due to the difficulties that arise when there is a change in management, there needs to be a effective way for managers to adapt to their new work place. Success starts from the top and trickles down. Employees look to their managers to guide them in the right direction.

In the book Creating Effective Teams: A Guide for Members and Leaders by Susan A. Wheelan (2016), the reader is challenged with transitioning a work group into an effective team body. Throughout the text, effective teams is described as a methodical discipline that places emphasis on principles and strategies that can withstand adversity among members. Wheelan adopts a philosophical stance in moving the reader from group development to a high performance team. By providing a checklist for the organization, team, and leader, the author helps members and teams to make the necessary improvements within their cultural setting. In essence, being a part of an effective team should flow out of our being.

Good teamwork is essential in my setting but it needs a lot of conscious effort in order for the team to work at its best. Working in a team rather than just an individual has the potential to bring together all the skills experiences and disciplines required to support the service users. There are 11 main building areas:

Since managers cannot manage what they give little attention to, a paradox is widespread across all forms of organizational change: changes that successfully improve performance in one part of the firm often fail to translate into gains in firm level performance.

Everyone has faced the challenge of trying to convince someone that their idea, their product, or their plan is the right one. If we establish ourselves as a person of trust with a sound vision and an eye for those around us, we will likely be successful in this endeavor. It is in this process that we begin creating and sustaining influence over others. One of the many qualities of an effective leader is forming one-on-one relationships. When we build these relationships upon a foundation of trust and our actions make not only ourselves, but others, successful, we begin to create influence. If we have successfully been influential, followers trust our judgment, believe in our cause, and share our vision. Creating influence is one of the major

Cultural Change - The organization must recognize the differences between the traditional business hierarchy and the team building model

Managing the boss begins with understanding the boss. As followers, we need to recognize the pressures our superiors face, their strengths and weaknesses, and their preferred working styles. Some leaders seek detailed background information, whereas others want only the facts. Some leaders are readers who like information in report form, whereas others are listeners who prefer information presented in person so that they can ask questions. High-involvement bosses want to be consulted every step of the way; low involvement managers delegate instead.

If managers cannot adapt a leadership style when required then staff will become unengaged and have low morale. Not recognising their own role in the organisation or the vision of organisation and where it wants to be.

According to Daly et al, (2009a) ‘ Managers must be able to cope with the concept of continual growth and change. This may generate excitement, but can also bring added pressure for managers as