Leaders Eat Last : Why Some Teams Pull Together And Others Don 't

“Motivating Employees” is a book about how employee motivation is driven by companies that invest and grow their employees. One of the most important traits of highly effective and successful companies is that employees are happy and have fun at work. Leadership is not assaulting your employees, but to lead your employees you need to motivate by using caring,

Leaders believe people have an intrinsic value beyond tangible contributions as workers. As a result, genuine interest in the spiritual, professional and personal growth of all employees is demonstrated.

After completing the two readings, “Why People Follow” and “Salsa, Soul, and Spirit”, I now have a better understanding of leadership techniques that could strengthen communities as well as the performance of companies. I wasn’t very surprised when seeing the four needs of followers from “Why People Follow”: trust, compassion, hope, and stability. I thought that those were all characteristics that were ideal to any strong and effective leader. Of the four, I felt the most surprise with compassion. I didn’t know how much being compassionate could have a lasting impact to those that follow you. I thought before that leaders would focus more on instructing their workers rather than give love to those that listen. I saw on the reading that those that have compassionate leaders are far

Since the beginning of recorded history, leadership has been one of, if not the most important elements in the success or failure of an endeavor. This is whether it involved a prehistoric hunting party or ruling the Roman Empire. Today, leadership is recognized as a vital factor in an organization’s quest to be productive and profitable. For an organization to be competitive and achieve optimum success in the 21st century, it is vital that they employ effective leaders that will be able to communicate their vision and goals, motivate their employees and develop trusting and loyal relationships with its stakeholders. There is no one or best way to accomplish this mission. There have been numerous leadership theories and styles which have been developed over time which can enable leaders to choose which method would be most effective for them in establishing collaborative working relationships and a respectful team environment in a group setting (Landis, Eric A; Hill, Deborah; Harvey, Maurice R, 2014).

Concern for production speaks to how a leader accomplishes organizational goals and objectives while concern for people pays attention to the staff in the company or organization that are chartered to reach goals (Northouse, 2013). The Leadership Grid is established by drawing the horizontal axis representing the leader’s concern for results and the vertical axis representing the leader’s concern for people. A score is assigned for each of these dimensions with a range from 1 (minimum) to 9 (maximum) concern. Plotting the respective scores from each axes provides a look at various leadership styles. There are five styles of leadership identified: Team Management, Middle of the Road Management, Impoverished Management, Authority-Compliance, and Country-Club Management (Northouse, 2013).

Leaders hold complete power over conversations and connection to engage and drive employee performance. This is the deal maker or breaker of great leadership and business outcomes. The change is clear; and the emotional contract is compelling – “connect with me, make me feel included, valued and inspired, and I will perform for you and our business.”

Leaders have a profound effect on employee performance because they shape workers’ perceptions of the working environment. Consequently, some leadership styles are more effective with meeting particular objectives. Although personal attributes dictate a leader’s natural leadership style, effective leaders recognize the benefits and limitations of each style, understand the impact a style will have on the organization’s environment, and are capable of developing and incorporating a variety of styles to ensure the desired outcome is achieved.

The two real examples will demonstrate the significance of leaders how to support their employees and establish the trust and morale between of them to build people skill in companies to make higher profits. According to Bauza (2016), “Out of 100 executives surveyed at the Society for Human Resource Management in Washington, D.C., in June, 73% of them blamed low employee morale on poor leadership”. John Challenger who works in Challenger, Gray & Christmas Inc. He shows that morale is essential for the leaders to enhance the employees in the workplace to more efficiency. This exemplifies that successful leaders can increase the morale in the workplaces to enhance the employees’ unity in the leadership to build the good connection with people

The three articles all analyse the means that successful leaders use to motivate their employees. Their authors largely agree that inspiring employees is significant to achieve the errand of a company. Useem notes that ‘small actions make indelible impressions.’ (p.76). the author demonstrates when the Chairman of the U.S. Joint Chiefs of Staff visits the room, shakes hands and exchanges few personal words with the students, it’s all about making a personal connection with the troops “A look in the eye” it makes a difference and unforgettable expression, in this way he ensured retention in his troops(p. 3). Similarly, Cappelli et al., indicates that executives in Indian firms were more likely to motivate their subordinates to care about the

Conventional wisdom teaches us that decisive leadership drives great business. An elite group of people must come together to make tough decisions that the majority must follow. Fortunately, it appears that some are challenging this centuries old notion. In an article entitled “Management Leaders Turn Attention to Followers”, George Anders examines how and why many companies are looking to their low-ranking employees on how to better their businesses. The article focuses on three forward thinking companies: Best Buy, UPS, and Hewlett-Packard. Each company challenged its low-ranking employees to come up with solutions to better business. The result: employees who are more invested in the company’s success because they actually feel

The current context of work, leadership, and followership is positioned in progressively multifaceted, uncertain, and dynamic business backgrounds with multiple realities founded upon various values, priorities, and requirements. The actual encounters demanded by globalization, amplified competition, far-reaching sociocultural and technological growths, and the acceleration of changes that are conveying new intricacies for organizations (Küpers, 2007).

Working in the human service field for the last 15 years I have found that good leadership helps the company you work for remain viable. Therefore, I believe in order for a company to remain viable the clients we service need to be happy. Our book indicates that well trained management at all levels contribute to the objective of providing the best possible services to clients (Weinbach & Taylor, 2015). In order for our company and other human service agencies to be successful we must all feel like managers. Furthermore, I believe and as our reading addressed manager’s must possess professional values and have the ability to make decisions based on ethical principles (Weinbach & Taylor, 2015).

Sutton stresses the importance of striking a delicate balance between Performance & Humanity. In Sutton’s view bosses have to be judged by what their teams achieve AND how they feel along the way. The following chapters offer good practices and feedback on what the best bosses do to acquire the skills and grit to inspire good work, commitment and respect among their followers.

The human side of management is setting an example of using leadership roles for the organization, and guiding employees to set common goals. Management also is known for making the work environment suitable for their employees so they are happier and more efficient when they are working on projects, or deadlines (Boone & Kurtz 2012). It is an important role of management to finding those who are qualified, and trained for the establishment while helping employees to improve during their time of employment. Managers and leaders can both be responsible of finding the right individual who could take on the position because the right candidate with the right

The first of St. John's eight components of success is passion. To be successful at anything, a person must be passionate. This is also true for organizations. To create a sense of passion in an organization, it is essential to make that passion permeate every personnel member. This means coming up with ways of developing intrinsic motivation among employees. Work with human resources managers to come up with incentive plans that encourage employees to take pride and passion in what they do on a daily basis.