A consultative style encourages discussion with the team; the leader presents the situation or problem and may possibly suggest a provisional decision. They then invite discussion about it and get suggestions and ideas, the leader then decides. Positives of this style include group synergy ‘none of use is as clever as all of us’, and acknowledgment that the team has something to contribute to the decision-making process. Disadvantages of this style could include slower decision making due to consultation, and the expectation of the team or individuals that they will always be consulted.
The article Crucibles of Leadership explains the reasons behind the success of some leaders in comparison to others, despite having similar vision and knowledge. The authors Warren G. Bennis and Robert J. Thomas conducted a research involving more than 40 top business leaders, who shared their stories about facing all these turbulent and unexpected experiences, which the authors of this article call “crucibles”. The growth of real leaders is a steady process and the authors have presented it step-by-step. The common aspect that Warren G. Bennis and Robert J. Thomas have found from interviewing these business people is the fact that they all found positives from the negative events and circumstances, learned from their mistakes and that
Assessing your own leadership capability and performance (M5.29) 5 6 Assessment criteria (the learner can) 1.1 Review the prevailing leadership styles in the organisation Assess the impact of the prevailing leadership styles on the organisation’s values and performance
There are many ways to define leadership, but perhaps the most laconic as well as accurate definition is presented in Peter G. Northouse's Leadership: Theory and Practice book (Northouse, 2013, p.5): "Leadership is a process whereby an individual influences a group of individuals to achieve a common goal". Individuals, engaged in leadership, use influence to solve challenges, which the groups under their leadership face, in order to succeed in their common goals.
Level Three Leadership is imperative in today’s changing society that relies on technology and social media. All that we do is dependent upon the change processes, the roles that any person can play and the interaction of the organization, self, others and the task. Change is inevitable for many managers find a comfort zone which reduces flexibility and future growth they tend to miss the shifting in the market and are left behind. As there are many models of managing change, no model of managing change in the individual, work-group, or organizational level is to overlook the importance of becoming a master of the change process to become an effective leader. Therefore, a great need arises in leadership to build a change team that uses
Addressing organizational needs, problems and strengths begins with leadership. Ensuring needs, problems and strengths are appropriately measured, analyzed and, where appropriate diverted, begins with great leaders. Great leadership is about “ferocious resolve, an almost stoic determination to do whatever needs to be done to make the company great.” (Collins, 2001). Success for the leadership capstone project can be defined many ways; implementing a solution to resolve the problem as well as acknowledging the limitations of the study and identifying areas of focus for future research. Success for this leadership project is due in part to the results and findings of the study; however, the fundamental key to its success centers around leadership.
What I have found most valuable from model three is the Full Range Leadership Development (FRLD). I found leadership behaviors within the FRLD most valuable because I have two leadership behaviors that stick out to me. One is a contingent reward; I like to reward my subordinates and peers with time off or a barbeque when they exceed the standards or goals that I have set for them. I believe that contingent rewards stimulate comradery in the work center for my subordinates and peers so they enjoy coming to work.
Ultimately these factors would result in my behaviour being that of an affiliative and democratic style of leadership. It is also possible that a coaching style my also become apparent, where the factor is that of a personal situation.
My leadership philosophy is constantly developing over time. There is not one leader that stands out individually, however there are many traits from my past leaders that I use. The traits used by my past leaders help me in the development of my philosophy throughout the years. There are several values that I think make the perfect leader. These attributes are the values of humor, the will to always improve, and trust. With these three values, one can always improve the organization while maintaining high standards and moral.
Women in Leadership Laurier has been the most rewarding position I’ve ever had at Laurier. This position enabled me to grow my leadership skills and enhance my communication skills entirely. Not just with the tasks of emailing external partners for the events but creating schedules to make sure my team and I were on the same page during all of our events. During my year at Women in Leadership Laurier, I’ve had the fortunate privilege to move from a coordinator position to a VP position within the last 7 months. During this time I was able to make a contribution to gathering different contacts, collecting over 500$ and establishing long lasting partnerships with companies like RBC and Coca Cola.
Leadership theory, or the scientific approach to understanding leadership, is a vast group of theories that try to explain what makes, or constitutes a great leader. There are many schools of thought on this subject and many pull from existing psychological theories, like Behavioral Theory, Developmental Theory, Personality Theory and Learning theory (Myers, 2014). There are three main leadership theories: trait theory, which suggests that some are born with certain traits that make them an effective leader, while behavioral theory focuses on how leader behave, while contingency theory addresses how the situation influences leadership.
Leadership involves more than exercising power and authority and is demonstrated on different levels. Coaching, encouraging, teaching, and motivating are individual levels of leadership. The former coach for the women 's basketball league was leaving and the athletic department hired a replacement named Shirley Sharpe. She was the coach of the soccer team and the women 's basketball league. Stepping into a college coaching position, she seemed to be excited, but also unsure of her new adventure. However, this woman did not seem to care what the team members thought she wanted things done her way. Shirley did not take the time to find out what these ladies used to she just give them instructions set on the top bleachers with the assistant coach and write.
The two resources prove to be similar with the discussion in term of how valuable each approach to illustrate their views on what is the function of a leader in order to exhibit leadership traits. Both authors' articulate in a unique style approach, one of singular presentation with an observation and the other in a group experiment setting. Smith’s article focused was on defining what a leadership is by outlining a series of iterative stages, which does not appear to express critical thinking. Three stages that illustrate traits that build on the next step toward the conclusion of the vision and goal realized. In contrast, Ballinger's article, the focus centered on a stage-based model of individual and their work group evaluating the relationship
Using the texts Resonant Leadership by Richard Boyatzis and Annie McKee (2005) and Salsa, Soul, and Spirit by Juana Bordas (2012) as a framework to examine Liz Stringer’s resonance as leader, one finds that Stringer and her leadership style have many of the characteristics listed in both texts describing what it means to be an effective leader.
“What do effective leaders do to remain effective?” was a question that I proposed to my Leadership Application Program Speakers Round Table Class. In response I received a number of answers from personality traits to emotional intelligence. Leadership is a word that can be defined in many different ways. In the article “Leadership That Gets Results” they take the time and breakdown the six different steps of leadership, the six styles are coercive, authoritative, affiliative, democratic, pacesetting and coaching. The late David McClelland, a noted Harvard University psychologist, found that leaders with strengths in a critical mass of six or more emotional intelligence