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Expert: Leo Lingham - 10/9/2009
Question
Dear Sir
This is Renu, I request you plz send me the answer of following questions:
1. Why effective communication is important for efficiency? Explain with the channels of communication in a familiar organization which channel do you think is effective and why explain with illustrations.
2. Explain various leadership styles. Describe the style of a leader from an organization you are familiar with. Why this particular style has been adopted. Give reasons. Briefly describe the organization you are referring to.
with regards
Renu
Answer
RENU,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
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1. Why effective communication is important for efficiency? Explain with the channels of communication in a familiar organization which channel do you think is effective and why explain with illustrations.
The importance of communication for a manager.
Various barriers to effective communication and how to overcome them to make communication more effective.
Communication is one of the basic functions of management in any organization and its importance can hardly be overemphasized. It is a process of transmitting information, ideas, thoughts, opinions and plans between various parts of an organization.
You cannot have human relations without communication. However, good and effective communication is required not only for good human relations but also for good and successful business.
You can use softwares like business writing software for writing effective business communication, which is required at various levels and for various aspects in an organization such as -
Importance of communication for manager and employee relations:
Effective communication of information and decision is an essential component for management-employee relations. The manager cannot get the work done from employees unless they are communicated effectively of what he wants to be done? He should also be sure of some basic facts such as how to communicate and what results can be expected from that communication. Most of management problems arise because of lack of effective communication. Chances of misunderstanding and misrepresentation can be minimized with proper communication system.
For motivation and employee morale:
Communication is also a basic tool for motivation, which can improve morale of the employees in an organization. Inappropriate or faulty communication among employees or between manager and his subordinates is the major cause of conflict and low morale at work. Manager should clarify to employees about what is to be done, how well are they doing and what can be done for better performance to improve their motivation. He can prepare a written statement, clearly outlining the relationship between company objectives and personal objectives and integrating the interest of the two.
For increase productivity:
With effective communication, you can maintain a good human relation in the organization and by encouraging ideas or suggestions from employees or workers and implementing them whenever possible, you can also increase production at low cost.
For employees:
It is through the communication that employees submit their work reports, comments, grievances and suggestions to their seniors or management. Organization should have effective and speedy communication policy and procedures to avoid delays, misunderstandings, confusion or distortions of facts and to establish harmony among all the concerned people and departments.
Importance of written communication:
Communication may be made through oral or written. In oral communication, listeners can make out what speakers is trying to say, but in written communication, text matter in the message is a reflection of your thinking. So, written communication or message should be clear, purposeful and concise with correct words, to avoid any misinterpretation of your message. Written communications provides a permanent record for future use and it also gives an opportunity to employees to put up their comments or suggestions in writing.
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Barriers to Effective Communication
There are a wide number of sources of noise or interference that can enter into the communication process. This can occur when people now each other very well and should understand the sources of error. In a work setting, it is even more common since interactions involve people who not only don't have years of experience with each other, but communication is complicated by the complex and often conflictual relationships that exist at work. In a work setting, the following suggests a number of sources of noise:
Language: The choice of words or language in which a sender encodes a message will influence the quality of communication. Because language is a symbolic representation of a phenomenon, room for interpreation and distortion of the meaning exists. In the above example, the Boss uses language (this is the third day you've missed) that is likely to convey far more than objective information. To Terry it conveys indifference to her medical problems. Note that the same words will be interpreted different by each different person. Meaning has to be given to words and many factors affect how an individual will attribute meaning to particular words. It is important to note that no two people will attribute the exact same meaning to the same words.
defensiveness, distorted perceptions, guilt, project, transference, distortions from the past
misreading of body language, tone and other non-verbal forms of communication (see section below)
noisy transmission (unreliable messages, inconsistency)
receiver distortion: selective hearing, ignoring non-verbal cues
power struggles
self-fulfilling assupmtions
language-different levels of meaning
managers hesitation to be candid
assumptions-eg. assuming others see situation same as you, has same feelings as you
distrusted source, erroneous translation, value judgment, state of mind of two people
Perceptual Biases: People attend to stimuli in the environment in very different ways. We each have shortcuts that we use to organize data. Invariably, these shortcuts introduce some biases into communication. Some of these shortcuts include stereotyping, projection, and self-fulfilling prophecies. Stereotyping is one of the most common. This is when we assume that the other person has certain characteristics based on the group to which they belong without validating that they in fact have these characteristics.
Interpersonal Relationships: How we perceive communication is affected by the past experience with the individual. Percpetion is also affected by the organizational relationship two people have. For example, communication from a superior may be perceived differently than that from a subordinate or peer
Cultural Differences: Effective communication requires deciphering the basic values, motives, aspirations, and assumptions that operate across geographical lines. Given some dramatic differences across cultures in approaches to such areas as time, space, and privacy, the opportunities for mis-communication while we are in cross-cultural situations are plentiful.
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TO OVERCOME BARRIERS AND TO BE EFFECTIVE COMMUNICATION IN BUSINESS
Face-to-face meetings can result in awkward pauses and initial shyness for those who are not brimming with confidence. To help you over this hurdle, you can approach the meeting fully prepared and well armed if you have a look at the following factors.
In order to get your message across, think about what you are trying to achieve during the dialogue:
What information do you wish to convey?
What do you want the other person to do as a result?
Organise yourself beforehand. Jot down notes about your major points. Be positive and keep the message simple.
Clarity is Paramount for Effective Communication
What is communication? In short, it's signalling. The transmission, by speaking, writing or gestures, of information which evokes understanding.
That's simple enough, isn't it? Straightforward in theory but in practice it's fraught with dangers - particularly if you have high expectations from these important business connections.
Communication is not just speaking, writing or gesticulating. It's more than the transmission of information. Something else has to occur for the communication to be complete. The other party in the communication process has to engage their brain and receive the message.
There are some points to remember when considering the various methods of communication and some hazards to be aware of when dealing with business relationships:
Only 7% of the impact you make comes from the words you speak.
The rest is visual - your appearance, the sound of your voice and your body language.
You can break that 7% further down into sections:
the type of words you use
the sort of sentences you use
how you phrase them.
Voicing Your Thoughts
Pay attention to your voice. Tone, inflection, volume and pitch are all areas to consider. Most people don't need to develop their speaking voice, but there are many who do not understand how to use it effectively.
The simplest way is to compare the voice to a piece of music - it is the voice that is the instrument of
interpretation of the spoken word.
Those who have had some training in public speaking sometimes use mnemonics as memory joggers for optimum vocal effect. One simple example is R S V P P P:
Rhythm
Speed
Voice
Pitch
Pause
Projection.
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Key Techniques FOR OVERCOMING BARRIERS IN COMMUNICATION
Focus the discussion on the information needed
Judy, I've noticed in the past month that you've fallen behind on keeping the project schedule current. I'd like to figure out with you what we both can do to get it back on track.
Use open-ended questions to expand the discussion
You've always kept the schedule up to the minute-until about a month ago. Why the change?
Use closed ended questions to prompt for specifics
"What projects are you working on that take time away from your work on this project (warning: closed ended questions are often disguised as open ended as in "Are you going to have trouble finishing this project?)
Encourage dialogue through eye contact and expression
This involves nodding in agreeemnt, smiling, leaning toward the speaker, making statements that acknowledge the speaker is being heard.
State your understanding of what you are hearing
This can be done by restating briefly what the other person is saying but don't make fun of it
"So it sounds like these phone calls have ended up taking a lot more time than you or Jay expected; you think the three of us should talk about priorities; is this your position?"
Summarize the key points;
try to get some agreement on the next steps and show appreciation for the effort made so far. "So let's call Jay right now and set up a time when we can meet and iron this out; keeping the schedule updated is a high priority and I'd like to get this settled by Wednesday.
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THE BARRIERS CAN ALSO BE OVERCOME WITH
Characteristics of Effective Feedback
Effective Feedback has most of the following characteristics:
descriptive (not evaluative)(avoids defensiveness.) By describing one's own reactions, it leaves the individual fee to use it or not to use it as he sees fit..
avoid accusations; present data if necessary
describe your own reactions or feelings; describe objective consequences that have or will occur; focus on behavior and your own reaction, not on other individual or his or her attributes
suggest more acceptable alternative; be prepared to discuss additional alternatives; focus on alternatives
specific rather than general.
focused on behavior not the person. It is important that we refer to what a person does rather than to what we think he is. Thus we might say that a person "talked more than anyone else in this meeting" rather than that he is a "loud-mouth."
It takes into account the needs of both the receiver and giver of feedback. It should be given to help, not to hurt. We too often give feedback because it makes us feel better or gives us a psychological advantage.
It is directed toward behavior which the receiver can do something about. A person gets frustrated when reminded of some shortcoming over which he has no control.
It is solicited rather than imposed. Feedback is most useful when the receiver himself has formulated the kind of question which those observing him can answer or when he actively seeks feedback.
Feedback is useful when well-timed (soon after the behavior-depending, of course, on the person's readiness to hear it, support available from others, and so forth). Excellent feedback presented at an inappropriate time may do more harm than good.
sharing of information, rather than giving advice allows a person to decide for himself, in accordance with his own goals and needs. When we give advice we tell him what to do, and to some degree take away his freedom to do decide for himself.
It involves the amount of information the receiver can use rather than the amount we would like to give. To overload a person with feedback is to reduce the possibility that he may be able to use what he receives effectively. When we give more than can be used, we are more often than not satisfying some need of our own rather than helping the other person.
It concerns what is said and done, or how, not why. The "why" involves assumptions regarding motive or intent and this tends to alienate the person generate resentment, suspicion, and distrust. If we are uncertain of his motives or intent, this uncertainty itself is feedback, however, and should be revealed.
It is checked to insure clear communication. One way of doing this is to have the receiver try to rephrase the feedback. No matter what the intent, feedback is often threatening and thus subject to considerable distortion or misinterpretation.
It is checked to determine degree of agreement from others. Such "consensual validation" is of value to both the sender and receiver.
It is followed by attention to the consequences of the feedback. The supervisor needs to become acutely aware of the effects of his feedback.
It is an important step toward authenticity. Constructive feedback opens the way to a relationship which is built on trust, honest, and genuine concern and mutual growth.
Part of the feedback process involves understanding and predicting how the other person will react. Or in the case of our receiving feedback, we need to understand ways that we respond to feedback, especially threatening feedback.
People often react negatively to threatening feedback. This reaction can take a number of forms including:
selective reception and selective perception
doubting motive of the giver
denying validity of the data
rationalizing
attack the giver of the data
Following the guidelines to effective feedback can go a long way to limit these kinds of reactions but we need to be conscious of them nonetheless and be ready to react appropriately.
When we are on the receiving end of feedback we should be careful to avoid these pitfalls. Try to keep these points in mind.
try not to be defensive
check on possible misunderstanding ("Let me restate what I am hearing")
gather information from other sources
don't overreact
ask for clarification
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THERE ARE MANY TOOLS AVAILABLE TO IMPLEMENT
AND ENABLE THE MANAGERS TO COMMUNICATE EFFECTIVELY.
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After action review
A process that helps teams to learn quickly from their successes and failures and share their learning with other teams. Involves conducting a structured and facilitated discussion after a task or project has been completed to review what should have happened, what actually happened and why it happened; this allows participants to learn how to sustain strengths and improve on weaknesses in subsequent tasks or projects.
Balanced scorecard
A business model developed by Kaplan and Norton as a tool to measure organisational performance against both short and long-term goals. The balanced scorecard is designed to focus managers' attention on those factors that most help the business strategy and so alongside financial measures, it adds measures for customers, internal processes and employee learning. Some organisations have used the balanced scorecard model in setting and measuring knowledge management strategies.
Benchmarking
The practice of comparing the performance of your organisation, department or function against the performance of 'the best' - whether they be other organisations, industry standards or internal departments. The aim is to look at how well you are doing compared to others in the same field or industry, and to learn from their best practices as a basis for improving your own.
Best practice (or: Good practice)
A process or methodology that has been proven to work well and produce good results, and is therefore recommended as a model. Some people prefer to use the term 'good practice' as in reality it is debateable whether there is a single 'best' approach.
Coaching
A one-to-one relationship that aims to bring about individual learning and performance improvement, usually focusing on achieving predefined objectives within a specific time period. The role of the coach is to create a supportive environment in which to challenge and develop the critical thinking skills, ideas and behaviours of the person being coached, so that they might reach their full potential.
Double-loop learning (or: Generative learning)
In contrast to singleloop learning , which involves using knowledge to solve specific problems based on existing assumptions and often based on what has worked in the past, double-loop learning goes a step further and questions existing assumptions in order to create new insights.
E-Learning
The use of electronic information systems (especially internet technologies) to deliver learning and training.
Extranet
A website that links an organisation with other specific organisations or people. Extranets are only accessible to those specified organisations or people and are protected via passwords.
Groupware
Computer software applications that are linked together by networks, and so allow people to work together and share electronic communications and documents
Information
Data that has been organised within a context and translated into a form that has structure and meaning. (Note: while most people have an idea about what information is, it is rather difficult to define in a meaningful way).
Intranet
A computer network that functions like the internet, but the information and web pages are located on computers within an organisation rather than being accessible to the general public.
Continuous --Learning organisation
An organisation that views its success in the future as being based on continuous learning and adaptive behaviour. It therefore becomes skilled at creating, acquiring, interpreting and retaining knowledge and then modifying its behaviour to reflect new knowledge and insights.
Mentoring
Mentoring is a one-to-one learning relationship in which a senior member of an organisation is assigned to support the development of a newer or more junior member by sharing his or her knowledge, experience and wisdom with them. Related term: Coaching (Note: While the strength of mentoring lies in transferring the mentor's specific knowledge and wisdom, in coaching it lies in the coach's ability to facilitate and develop the other's own personal qualities.)
Organisational learning
The ability of an organisation to gain knowledge from experience through experimentation, observation, analysis and a willingness to examine both successes and failures, and to then use that knowledge to do things differently. While organisational learning cannot happen without individual learning, individual learning does not necessarily produce organisational learning. Organisational learning occurs when an organisation becomes collectively more knowledgeable and skillful in pursuing a set of goals.Single-loop learning (or: Adaptive learning)
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2) Explain various leadership styles. Describe the style of a leader from an organization you are familiar with. Why this particular style has been adopted. Give reasons. Briefly describe the organization you are referring to
There are a number of different approaches, or 'styles' to leadership and management that are based on different assumptions and theories. The style that individuals use will be based on a combination of their beliefs, values and preferences, as well as the organizational culture and norms which will encourage some styles and discourage others.
Charismatic Leadership
Participative Leadership
Situational Leadership
Transactional Leadership
Transformational Leadership
The Quiet Leader
Servant Leadership
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1.Charismatic Leadership
ASSUMPTIONS
Charm and grace are all that is needed to create followers.
Self-belief is a fundamental need of leaders.
People follow others that they personally admire.
Style
The Charismatic Leader gathers followers through dint of personality and charm, rather than any form of external power or authority.
It is interesting to watch a Charismatic Leader 'working the room' as they move from person to person. They pay much attention to the person they are talking to at any one moment, making that person feel like they are, for that time, the most important person in the world.
Charismatic Leaders pay a great deal of attention in scanning and reading their environment, and are good at picking up the moods and concerns of both individuals and larger audiences. They then will hone their actions and words to suit the situation.
Charismatic Leaders use a wide range of methods to manage their image and, if they are not naturally charismatic, may practice assiduously at developing their skills. They may engender trust through visible self-sacrifice and taking personal risks in the name of their beliefs. They will show great confidence in their followers. They are very persuasive and make very effective use of body language as well as verbal language.
Deliberate charisma is played out in a theatrical sense, where the leader is 'playing to the house' to create a desired effect. They also make effective use of storytelling, including the use of symbolism and metaphor.
Leading the team
Charismatic Leaders who are building a group, whether it is a political party, a cult or a business team, will often focus strongly on making the group very clear and distinct, separating it from other groups. They will then build the image of the group, in particular in the minds of their followers, as being far superior to all others.
The Charismatic Leader will typically attach themselves firmly to the identify of the group, such that to join the group is to become one with the leader. In doing so, they create an unchallengeable position for themselves.
Alternative views
The description above is purely based on charisma and takes into account varying moral positions. Other descriptions tend to assume a more benevolent approach.
five behavioral attributes of Charismatic Leaders that indicate a more transformational viewpoint:
Vision and articulation;
Sensitivity to the environment;
Sensitivity to member needs;
Personal risk taking;
Performing unconventional behaviour.
charismatic leaders seek to instil both commitment to ideological goals and also devotion to themselves. The extent to which either of these two goals is dominant depends on the underlying motivations and needs of the leader.
Discussion
The Charismatic Leader and the Transformational Leader can have many similarities, in that the Transformational Leader may well be charismatic. Their main difference is in their basic focus. Whereas the Transformational Leader has a basic focus of transforming the organization and, quite possibly, their followers, the Charismatic Leader may not want to change anything.
Despite their charm and apparent concern, the Charismatic Leader may well be somewhat more concerned with themselves than anyone else. A typical experience with them is that whilst you are talking with them, it is like being bathed in a warm and pleasant glow, in which they are very convincing. Yet afterwards, ask the sunbeam of their attention is moved elsewhere, you may begin to question what they said (or even whether they said anything of significance at all).
The values of the Charismatic Leader are highly significant. If they are well-intentioned towards others, they can elevate and transform an entire company. If they are selfish and Machiavellian, they can create cults and effectively rape the minds (and potentially the bodies) of the followers.
Their self-belief is so high, they can easily believe that they are infallible, and hence lead their followers into an abyss, even when they have received adequate warning from others. The self-belief can also lead them into psychotic narcissism, where their self-absorption or need for admiration and worship can lead to their followers questioning their leadership.
They may also be intolerant of challengers and their irreplaceability (intentional or otherwise) can mean that there are no successors when they leave.
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2.Participative Leadership
Assumptions
Involvement in decision-making improves the understanding of the issues involved by those who must carry out the decisions.
People are more committed to actions where they have involved in the relevant decision-making.
People are less competitive and more collaborative when they are working on joint goals.
When people make decisions together, the social commitment to one another is greater and thus increases their commitment to the decision.
Several people deciding together make better decisions than one person alone.
Style
A Participative Leader, rather than taking autocratic decisions, seeks to involve other people in the process, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the managers' whim to give or deny control to his or her subordinates, most participative activity is within the immediate team. The question of how much influence others are given thus may vary on the manager's preferences and beliefs, and a whole spectrum of participation is possible.
There are many varieties on this spectrum, including stages where the leader sells the idea to the team. Another variant is for the leader to describe the 'what' of objectives or goals and let the team or individuals decide the 'how' of the process by which the 'how' will be achieved (this is often called 'Management by Objectives').
The level of participation may also depend on the type of decision being made. Decisions on how to implement goals may be highly participative, whilst decisions during subordinate performance evaluations are more likely to be taken by the manager.
Discussion
There are many potential benefits of participative leadership, as indicated in the assumptions, above.
This approach is also known as consultation, empowerment, joint decision-making, democratic leadership, Management By Objective (MBO) and power-sharing.
Participative Leadership can be a sham when managers ask for opinions and then ignore them. This is likely to lead to cynicism and feelings of betrayal.
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3. Situational Leadership
Assumptions
The best action of the leader depends on a range of situational factors.
Style
When a decision is needed, an effective leader does not just fall into a single preferred style, such as using transactional or transformational methods. In practice, as they say, things are not that simple.
Factors that affect situational decisions include motivation and capability of followers. This, in turn, is affected by factors within the particular situation. The relationship between followers and the leader may be another factor that affects leader behavior as much as it does follower behavior.
The leaders' perception of the follower and the situation will affect what they do rather than the truth of the situation. The leader's perception of themselves and other factors such as stress and mood will also modify the leaders' behavior.
other approaches and identifies six variables:
Subordinate effort: the motivation and actual effort expended.
Subordinate ability and role clarity: followers knowing what to do and how to do it.
Organization of the work: the structure of the work and utilization of resources.
Cooperation and cohesiveness: of the group in working together.
Resources and support: the availability of tools, materials, people, etc.
External coordination: the need to collaborate with other groups.
Leaders here work on such factors as external relationships, acquisition of resources, managing demands on the group and managing the structures and culture of the group.
Discussion
three forces that led to the leader's action: the forces in the situation, the forces in then follower and also forces in the leader. This recognizes that the leader's style is highly variable, and even such distant events as a family argument can lead to the displacement activity of a more aggressive stance in an argument than usual.
leaders not only consider the likelihood of a follower accepting a suggestion, but also the overall importance of getting things done. Thus in critical situations, a leader is more likely to be directive in style simply because of the implications of failure.
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4. Transactional Leadership
Assumptions
People are motivated by reward and punishment.
Social systems work best with a clear chain of command.
When people have agreed to do a job, a part of the deal is that they cede all authority to their manager.
The prime purpose of a subordinate is to do what their manager tells them to do.
Style
The transactional leader works through creating clear structures whereby it is clear what is required of their subordinates, and the rewards that they get for following orders. Punishments are not always mentioned, but they are also well-understood and formal systems of discipline are usually in place.
The early stage of Transactional Leadership is in negotiating the contract whereby the subordinate is given a salary and other benefits, and the company (and by implication the subordinate's manager) gets authority over the subordinate.
When the Transactional Leader allocates work to a subordinate, they are considered to be fully responsible for it, whether or not they have the resources or capability to carry it out. When things go wrong, then the subordinate is considered to be personally at fault, and is punished for their failure (just as they are rewarded for succeeding).
The transactional leader often uses management by exception, working on the principle that if something is operating to defined (and hence expected) performance then it does not need attention. Exceptions to expectation require praise and reward for exceeding expectation, whilst some kind of corrective action is applied for performance below expectation.
Whereas Transformational Leadership has more of a 'selling' style, Transactional Leadership, once the contract is in place, takes a 'telling' style.
Discussion
Transactional leadership is based in contingency, in that reward or punishment is contingent upon performance.
Despite much research that highlights its limitations, Transactional Leadership is still a popular approach with many managers. Indeed, in the Leadership vs. Management spectrum, it is very much towards the management end of the scale.
The main limitation is the assumption of 'rational man', a person who is largely motivated by money and simple reward, and hence whose behavior is predictable. The underlying psychology is Behaviorism, including the Classical Conditioning of Pavlov and Skinner's Operant Conditioning. These theories are largely based on controlled laboratory experiments (often with animals) and ignore complex emotional factors and social values.
In practice, there is sufficient truth in Behaviorism to sustain Transactional approaches. This is reinforced by the supply-and-demand situation of much employment, coupled with the effects of deeper needs, as in Maslow's Hierarchy. When the demand for a skill outstrips the supply, then Transactional Leadership often is insufficient, and other approaches are more effective.
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5. Transformational Leadership
Assumptions
People will follow a person who inspires them.
A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Style
Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.
Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker.
The next step, which in fact never stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon.
In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision.
In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land.
The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will always be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way. As long as they feel progress is being made, they will be happy.
The final stage is to remain up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing.
It is their unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high level of commitment to the vision.
One of the methods the Transformational Leader uses to sustain motivation is in the use of ceremonies, rituals and other cultural symbolism. Small changes get big hurrahs, pumping up their significance as indicators of real progress.
Overall, they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and sustained commitment.
Discussion
Whilst the Transformational Leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation.
Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a believe in themselves rather than a believe in others.
One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. Just because someone believes they are right, it does not mean they are right.
Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers.
Transformational Leaders also tend to see the big picture, but not the details, where the devil often lurks. If they do not have people to take care of this level of information, then they are usually doomed to fail.
Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire companies.
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6. The Quiet Leader
Assumptions
The actions of a leader speak louder than his or her words.
People are motivated when you give them credit rather than take it yourself.
Ego and aggression are neither necessary nor constructive.
Style
The approach of quiet leaders is the antithesis of the classic charismatic (and often transformational) leaders in that they base their success not on ego and force of character but on their thoughts and actions. Although they are strongly task-focused, they are neither bullies nor unnecessarily unkind and may persuade people through rational argument and a form of benevolent Transactional Leadership.
identified five levels of effectiveness people can take in organizations. At level four is the merely effective leader, whilst at level five the leader who combines professional will with personal humility. The 'professional will' indicates how they are far from being timid wilting flowers and will march against any advice if they believe it is the right thing to do. In 'personal humility' they put the well-being of others before their own personal needs, for example giving others credit after successes but taking personal responsibility for failures.
The quiet leader is not a modern invention .
The very highest is barely known by men,
Then comes that which they know and love,
Then that which is feared,
Then that which is despised.
He who does not trust enough will not be trusted.
When actions are performed
Without unnecessary speech,
People say “We did it!”
Here again, the highest level of leadership is virtually invisible.
Discussion
To some extent, the emphasis on the quiet leader is a reaction against the lauding of charismatic leaders in the press. In particular during the heady days of the dot-com boom of the 1990s, some very verbal leaders got much coverage. Meanwhile, the quiet leaders were getting on with the job.
Being quiet, of course, is not the secret of the universe, and leaders still need to see the way forwards. Their job can be harder when they are faced with people of a more external character.
For people accustomed to an extraverted charismatic style, a quiet style can be very confusing and they may downplay the person, which is usually a mistake. Successful quiet leaders often play the values card to persuade others, showing selfishness and lack of emotional control as being unworthy characteristics. Again there is a trap in this and leadership teams can fall into patterns of behavior where peace and harmony are prized over any form of challenge and conflict.
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7. Servant leadership
Assumptions
The leader has responsibility for the followers.
Leaders have a responsibility towards society and those who are disadvantaged.
People who want to help others best do this by leading them.
Style
The servant leader serves others, rather than others serving the leader. Serving others thus comes by helping them to achieve and improve.
There are two criteria of servant leadership:
The people served grow as individuals, becoming 'healthier, wiser, more autonomous and more likely themselves to become servants' .
The extent to which the leadership benefits those who are least advantaged in society (or at least does not disadvantage them).
Principles of servant leadership defined by the Alliance for Servant Leadership are:
Transformation as a vehicle for personal and institutional growth.
Personal growth as a route to better serve others.
Enabling environments that empower and encourage service.
Service as a fundamental goals.
Trusting relationships as a basic platform for collaboration and service.
Creating commitment as a way to collaborative activity.
Community building as a way to create environments in which people can trust each other and work together.
Nurturing the spirit as a way to provide joy and fulfilment in meaningful work.
---- listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, and building community.
Discussion
Greenleaf says that true leadership "emerges from those whose primary motivation is a deep desire to help others." Servant leadership is a very moral position, putting the well-being of the followers before other goals.
It is easy to dismiss servant leadership as soft and easy, though this is not necessarily so, as individual followers may be expected to make sacrifices for the good of the whole, in the way of the servant leader.
The focus on the less privileged in society shows the servant leader as serving not just their followers but also the whole of society.
Servant leadership is a natural model for working in the public sector. It requires more careful interpretation in the private sector lest the needs of the shareholders and customers and the rigors of market competition are lost.
A challenge to servant leadership is in the assumption of the leader that the followers want to change. There is also the question of what 'better' is and who decides this.
Servant leadership aligns closely with religious morals and has been adopted by several Christian organizations.
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CHARACTERISTICS OF Effective Leaders
They are honest. This gives them credibility, resulting in the trust and confidence of their people. Credible leaders foster greater pride in the organization, a stronger spirit of cooperation and teamwork, and more feelings of ownership and personal responsibility.
They do what they say they will do. They keep their promises and follow through on their commitments.
They make sure their actions are consistent with the wishes of the people they lead. They have a clear idea of what others value and what they can do.
They believe in the inherent self worth of others.
They admit to their mistakes. They realize that attempting to hide a mistake is damaging and erodes credibility.
They create a trusting and open climate.
They help others to be successful and to feel empowered.
They don't push too much. They encourage members to do more, but know when it's too much.
They roll up their sleeves. They show the members they aren't just the figurehead or decision maker. Members respect leaders more when they show the willingness to work alongside them.
They avoid phrases that cause resentment, reluctance and resistance. For instance, instead of saying you have to do something, effective leaders request or recommend that members do something.
Characteristics of a Successful Leadership
Choose to lead.
Be the person others choose to follow.
Provide vision for the future.
Provide inspiration.
Make other people feel important and appreciated.
Live your values. Behave ethically.
· Set the pace through your expectations and example.
· Establish an environment of continuous improvement.
· Provide opportunities for people to grow, both personally and professionally.
· Care and act with compassion.
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The organization, I am referring.
The organization, I am familiar with is a
-a large manufacturer/ marketer of safety products
-the products are used as [personal protection safety] [ industrial safety]
-the products are distributed through the distributors as well as sold directly
-the products are sold to various industries like mining/fireservices/defence/
as well as to various manufacturing companies.
-the company employs about 235 people.
-the company has the following functional departments
*marketing
*manufacturing
*sales
*finance/ administration
*human resource
*customer service
*distribution
*warehousing/ transportation
*TQM
IN THIS ORGANIZATION, THE EMPHASIS ON THE
LEADERSHIP TRAINING FOR THE MANAGERS ARE
1.SITUATIONAL LEADERSHIP.
2.SUCCESSFUL LEADERSHIP.
The company desires that their managers
-should have the skills to handle any situations.
-should be successful in their attempts.
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