Critical Analysis of Processes
The group as a whole seemed to really have a positive process. The group members started off a bit quiet or shy, but quickly became very cohesive and recognition of different generations, and personal backgrounds was seen. The group was at the middle phase and entering ending phase. Recognizing that ending phase was approaching was talked about, as well as feelings about ending the group. The members expressed sadness but also felt happy with how much closer they felt. Signs that the group is in middle phase and entering ending are: elaborating skills, empathic skills, sharing Leader's feelings, exploring taboo subjects, making a demand for work, pointing out obstacles, identifying content and process connections, sharing data, and helping the group members see life in new ways (Shulman, 2016, p533 )
Facilitator Personal Behavior Reflection
My Style of Facilitation
My style of facilitation was the democratic style. Democratic style that was seen in this facilitator group was the conversations in group, encouraging members to share feelings and ideas, and producing all the information obtained into the best possible decision. Distribution of responsibility was also seen in the fifth facilitation meeting. Members shared their own ideas on how not to let social media affect them, and one member said she avoided it entirely. (A.R.,11/08/17, Observation of leadership style).
Values and background related to family rules
The way that my values
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An authoritative leader addresses the end but generally gives workers freedom to innovate, experiment and take risks. The authoritative style works best for organizations that are off track, it helps in creating a new course and fresh long-term vision. The affiliative style strives to keep employees happy to create harmony among. The style has a positive effect on communication. People who like one another a lot talk lot. They share ideas, inspirations leading to flexibility, innovation and risk taking. This style should only be employed when trying to build team harmony. The democratic style allows leaders to build consensus through participation. By spending time getting people’s ideas, a leader is able to build trust, respect and commitment. This style works best when a leader is uncertain about best direction however, it does not make sense if employees are not competent. Pacesetting is a leadership style that expects excellence and self-direction. The leader is obsessive about doing things better and faster, and expects the same of everyone around
A1. Leadership Style Upon conducting research, it is clear that the definition of “leadership” is not agreed upon. It is fluid, based upon many perceptions, situations, and surroundings. According to Robinson (2010), adopting a specific style of leadership is rather futile as it is, “contingent on the personal traits of the leader, the people being led, and the nature of the activity.” Tools are available to help guide potential leaders in determining a preferred style of leadership. For example, utilizing the “Leadership Self-Assessment
Democratic leadership style is the leadership style I would implement. I would implement this leadership style because I feel that everyone’s opinions and views on the discussion is important. If you get a consensus of group members you get a greater view to make a greater judgment on how to build guidelines. Also getting input from all group members gets people involved and permits them to get their input for decisions that will
Throughout the module I was part of group including eight other health professions including student midwives, mental health nurses, physiotherapist’s, radiologists and paediatric nurses. According to Tuckman and Jensen (1977) there are five stages of group development; forming, storming, norming, performing and adjourning. I was a little anxious about meeting the group and during the forming stage was apprehensive about trusting individuals within the group; maybe because of the lack of a clear
This stage sees group members begin to confront each other as they begin to vie for roles within the group that will help them to belong and to feel valued. Thus as members begin to assert their individual personalities, the comfort of the forming stage begins to come under siege. Members experience personal, intra and inter group conflicts. Aggression and resentment may manifest in this stage and thus if strong personalities emerge and leadership is unresponsive to group and individual needs, the situation may become destructive to the
Authoritarian leaders are the leaders who like to do all the group decisions on their own and tell other group members what to do and how to do it. This type of leadership is very beneficial when you are in need of a quick decision or faced with some type of crisis. This type of decision making can easily be abused and can often be viewed as being bossy and over controlling. Leaders who use this style may provoke dependence, criticism, dissatisfaction, and aggression from their group members (Forsyth, 1990). According to Gladding 2012, authoritarian leaders do not ask for consideration or suggestions from group members; instead, they structure and direct their groups according to their own wishes, purposes, and the information available to them. A task group could benefit more from an Authoritarian leader. Tasks groups focus on accomplishing specific goals. According to Gladding 1994, “with task groups, an
The democratic style of the organization’s leadership mirrors my personal leadership style. I am a true believer of inclusion constantly seeking out input of others during the decision making process. At the end, the final decision rests on the shoulders of the leader. Utilizing all three styles of leadership is essential which is dependent
In a democratic leadership style, the decision making process and overall responsibility among team members is shared. Decisions are made by the leader consulting each member of the team; therefore the outcome becomes a group effort. In the democratic leadership style, tasks are delegated to employees effectively, where the implementation is mostly in their hands. As opposed to the authoritarian leadership style, the democratic leader welcomes feedback from every team member. Team members are also encouraged to function as a
This group is strengthening their cohesion and mutual aid, they have overcome critical incidents in the past, F2 got upset in the first meeting, a member broke confidentiality, M1 fell asleep at one point, another member acted as a gate keeper
Leadership has many definitions, is multifaceted, and involves numerous aspects, such as identifying goals, providing support, inspiring and motivating people to act, and promoting the values of a group or organization (Giltinane, 2013). Some of the characteristics an effective leader possesses are honesty, creativity, emotional stability, energy, flexibility, conceptual skills, perseverance, and knowledge (Huber, 2014). Based on the Leadership Style Survey, my leadership style is determined to be participative, also referred to as democratic. This approach places emphasis on people, relationships, and teamwork. The leader shares responsibility by involving workers in group discussions and decision making, is able to recognize strengths and encourage workers
My leadership style is problem solver; this leadership style offers me the opportunity to utilize the knowledge and experience of my followers. I believe that I am more of this leadership style because I tend to accept input from group members when making decisions and solving problems. I do this because I feel that everyone in the group have something tangible to contribute to the group, and sometimes they might have access to key information that can help in my decision making. I take the information and put them together to use in reaching a decision, because I know that I will have the final say as the leader of the group. I believe that the group is put together
An effective leader has many factors that enable them to be successful. Some of the key characteristics of an effective leader are passion, charisma, dependability, problem solver, communication skills, and multi-tasking abilities. Marquis and Huston (2015) describe four types of leadership styles; autocratic, democratic, laissez-faire, and bureaucratic. The autocratic leadership style deals more with acquiring control and accomplishing tasks rather than relationships (Marquis & Huston, 2015). This type of leader generally makes independent decisions and uses force to implement power. Democratic leadership differs by having human relations and teamwork as the main focus (Marquis & Huston (2015). This leadership welcomes open and two-way communication. Laissez-faire leadership has minimal established policies abstains leading (Marquis & Huston, 2015). The bureaucratic style leans on established rules and policies and lacks security (Marquis & Huston, 2015). Most of the time, the rules are inflexible and the relationship with staff is impersonal. An effective leader can recognize the needs of the organization and foster that leadership style. W.C. recognizes fairness, consistent decisions, listening ability, and knowledge of the field as key qualities in a leader. She believes she has a combination of democratic and bureaucratic leadership styles. Her bureaucratic style promotes corporate policies and mandated regulatory compliance. Part of the qualities of a
The democratic leadership style consists of the leader, sharing the decision-making skills with the group associates by encouraging the benefits of the group members and by practicing social fairness. This stresses on group agreements to produce new ideas. Democratic happens when all managers, junior managers and employees are involved in the idea and the final decision process. Democratic style is the management style that Coca-Cola has adopted, which involves empowerment, and allows individuals and teams the responsibility of decision making, usually within a given framework. The authoritarian leadership style keeps strict, close control over its followers by keeping close regulation of the policies and procedures given to the followers.
My feelings about the group process was a little mix at first but, at the end I felt like we actually brought it together. Beginning of the group member were all over the place and had no direction, when we were able to take a breather in just think ideas started to flow. I felt like that took the communicator to make it happen. By reinsuring the other group members that everything will go smoothly if we just don’t overthink everything.
Reflecting on my facilitation skills, I am not sure why I found the facilitation exercise so daunting. I have facilitated therapeutic recreation programs to a senior population, many times without thinking or worrying about it. However, presenting in front of my TREC 3400 peers, I felt it was an overwhelming task. I was very anxious even though I facilitated this activity many times.