Organizational Behaviour Leadership - Essay Example

? ORGANIZATIONAL BEHAVIOUR 3 LEADERSHIP INTRODUCTION Organizational behaviour involves studying and application of knowledge on how groups, team leaders, managers, groups and individuals act in an organization. This takes a systematic approach of leadership that interprets people-organization relationship (Judith Wilson 2009). This is studied in terms of whole organization, whole group, whole person and finally the whole social system. The focus of leadership in the context of organizational behavior is to establish better relationships within the organization by achieving organizational objectives, social objectives and human activities. It is notable that the organizational base has its core pillars resting on its management philosophy, goals, objectives, vision and values. Organizational culture arises from this comprising of formal organization, informal and its underlying social environment (Judith Wilson 2009). This aspect of organizational culture determines the model of leadership, dynamics within the organization, coordination and communication. The organizational employees take this into consideration as the quality work of life and determine to a greater extent their motivation. The final outcome of these underlying elements of organization behavior leadership determines the organizational performance, personal growth and stakeholder’s satisfaction (Wilson 2011). This can be argued to form the basis to establish appropriate framework or model that an organization operates. VLEADER PRACTICE AND REFLECTION In the context of organization behavior and leadership there is various situations arising attributed to interactions among managers, subordinates, groups and individuals in workplace. It is important to ascribe appropriate leadership style in order to achieve effectiveness given a particular scenario. The key major determinants in adopting appropriate leadership style and its underlying strategies are interpersonal factors and various degrees of influence, ideas and power. Meeting Oli a subordinate in a new office During the first day as a manager it is essential to have a good impression that depicts friendliness and professionalism. This enhances understanding of the workplace i.e. how things are done and this can be achieved through effective interaction with the immediate subordinates. In this scenario the effective leadership style can be participative or delegate, given the contingencies to consider the following steps can be followed. Enhance engagement This will encourage Oli participate fully during the meeting feeling free to raise ideas. Despite the higher level of engagement it is important to retain the final say over the decision making process. The person engaged to feels motivated and becomes more creative. Tension strategy This step during the first meeting ensures that Oli is given a room to think of new ideas and challenging him to ensure that the work is done. Ideas that are relaxing is introduced and focused on. Oli should be offered the highest level of participation and encouragement to contribute more ideas in the meeting. Idea strategy This step is essential ensuring that one on one meeting and the manager’s intent is achieved. This step also ensures that Oli uncover the hidden ideas about the organization whereby right ideas are focused on. Work strategy It is important to focus on the critical work that enhances motivation by introducing ideas that motivates the subordinate. This can be achieved by suggesting order as well as introducing ideas and concluding with ideas that will facilitate motivation. The key major point under this attributed to this interaction includes enhancement of problem solving. As a manager leadership role is retained in making informed decisions considering subordinates input and enhanced consultation. This approach fosters successful handling of risks encouraging employees to contribute ideas steadily (Thach 2009). Understanding is enhanced whereby workplace energy and enthusiasm essential for solving complex organizational problems. Finally is working collaboratively with the subordinates thus improving workflow. This can be linked to shared leadership model where focus is laid on the individual managers and the followers. This model enhances interactive and positive influence in the management of the organization. The leadership power and authority plays less significant role because the process is shared. There is equal demand for leadership as well as its distribution. Meeting in the break room/Team-building Team building is very important when supervising employees ant this van be achieved by effective handling conflicts in decision making. Given this scenario organization of low morale and poor coordination between the senior management and the subordinates hence there is need to create teamwork as a new manager. There is conflict between the subordinates in regard to various organizational decisions. The following steps can be adopted to ensure that there is effective teambuilding in the organization. First is to meet with the conflicting subordinates who are the planning proposal team in this process. It is important to reason together defining the matter in hand and exploring the project scope and its purpose. The manager needs to explain the process and the involved parameters. This will shade light and providing an insight on the matter dispelling rumors, bringing sense of unity among the subordinates and creating ease during the meeting. Secondly it is essential not to side with any of the individuals and helping them to see how their ideas fit into the organization objective of retaining the customers by 65%. This enhances establishment and building of the power base with the intention of backing ideas that resolve the conflict. To manage conflict in the workplace effectively strong communication is adopted and the necessary measures be adopted to enhance resolution navigation in order to solve this problem. Managers should help employees to strengthen their commitment towards the success of the organization. Regarding the work strategy, strong management skills is important ensuring that positive results is achieved focusing on the organizational objective of customer satisfaction, employee morale and its financial performance. Coaching and mentoring of the conflicting subordinates is important in this scenario. Coaching and mentoring relationship within an organization need to be strengthened to support the inexperienced workers and managers becoming role models thus reducing conflicts. Followership and effective communication leadership and this are characterized with listening to both subordinates balancing assertive and responsive leadership. Subordinates should be upwardly influenced with flexibility and open opportunities. It is important to boost emotional intelligence with effective communication in the organization. “Managing Up” to Challenge the Status Quo (with no formal authority) In this scenario subordinate perceive the senior management to possess power and authority. As a supervisor considering career progression of the subordinates the following steps is essential when challenging this status quo. This can be applied in a conference room meeting when there is need to challenge the status quo. Idea strategy is the most suitable which involve creating excitement in the group conference with the focus on how to think of new ideas. Focus need to be introduced which should be based on critical factors such as cutting of expenses and the call centre work. Tension need to be introduced so as to trigger proposal of ideas. Power strategy plays an important role since this meeting involves senior and junior employees. This involves forming alliances and faction to push towards an idea. This can be achieved better through establishment of partners to consolidate power base. Supporting Rosa and Oli and Herman is essential in pushing for the call center work idea. Individual differences are evident in this scenario and as a middle management it is important to grab the opportunities underlying this. In order to achieve a shared purpose or objective in an organization it is important to influence the relationship among the leaders and the followers. This can be achieved effectively through the influence of all the multidirectional relationships in an organization. The trait theory of leadership needs to be incorporated to achieve the desired influence which entails leadership exploring the leadership traits of the involved parties. Values must be examined because it affects the choice and action taken by any worker in an organization (Boyce 2010). Attitudes are also considered as an aspect in determining the behavior, cognitions, self attitude and also towards others notably on senior management and the followers. All these aspects are significant in the context of leadership decision making notably in challenging the status quo in a conference meeting. Meeting at a retreat / Merger of cultures It is challenging to have opinions accepted by all the parties involved in a two company merger due to mistrust tension, personal differences and situation of being lowest rank in power in such meeting and its underlying decisions. As a lowest rank in power and authority it is important to have effective strategies to be relevant in such high ranked organizational decision making. Power strategy plays a very crucial role in regard to having little power in the room of discussion. It is important to create an informal power introducing ideas and contributions that all the parties involved are able to come into agreement. Building factions and partnered authority is vital in achieving support. This is important attributed to the low power perception thus critical ideas need to be supported by both parties. Power base development is very crucial and this can be achieved through the involvement of either VP of the organizations involved. The idea of determining that is likely to be downsized is put in place in order to support one of the parties without much differences and tension. This is complimented with support ideas that consolidates IT and focusing on the satisfaction regarding the decision to be agreed upon. To ease the power tension it is important to support the tensing party and this facilitates the power base (Day 2008). Work strategy will ensure that whatever the decision made is the best in the direction of achieving the organizational goals and objectives. Assertiveness is important in ensuring that all the characters are listening to what is proposed. With the concept of individual differences coming up an appropriate model of approach is important while monitoring the underlying individual differences and ensuring that it does not affect the stands taken by the parties. Meeting in the conference room / Crisis and opportunity Crisis in an organization can cause conflict resulting into productivity loss. In this case of a fire crisis, it has put the organization future at stake and quick steps need is needed to contain the situation. Idea strategy is the most important in this case where tension need to be reduced in order to think of new ideas. This is to be accompanied with proper understanding of the situation crisis exactly as opposed to how it has been presented by others and the ensuring that proper investigation has been done before settling anything in regard to the crisis. It is also important to acknowledge the crisis and to ensure that the direction taken is comfortable among the senior management members. Focus on the problem is emphasized opposed to individual avoiding pre-conceived attitudes and focus placed on identifying ways to solve the crisis. Finding a common ground is very important whereby urgent consensus is needed in agreeing on the problem, agreeing on the worst-case scenario and finally agreeing on the appropriate changes and adjustments in response to the crisis. Work strategy is essential to identify strategies regarding the organization future such as rebuilding the destroyed facility so as to recover the loss. Crisis in organization is not unusual and can cause disagreements, disruptive and reduce productivity in organization. Therefore companies in such scenario need to engage its management in solving the crisis and its resolution crisis to address the problem the way it is. Tension and calm should be maintained in order to achieve collaborative and productive crisis resolution. Personal issues and disagreement is to be maintained at the minimum level and professionalism tone fully maintained during the resolution process. LEADER SELF-INSIGHTS This self assessment shows my leadership skills in the company and the extent of its application in the underlying scenarios in the context of the organization. Self-Awareness There is possession of highest degree of self awareness as a supervisor manager in the organization. This entails commitment to personal growth through openness to feedback from others and objective self observation (Ely 2010). In each of the scenarios there is initial insight on an issue taking action where there is adoption of appropriate awareness suiting various behaviors in the organization. I have the ability to change perspectives, outcomes and responses in regard to integrating insights, behaviors and decision making. Self awareness has facilitated establishment of an appropriate change on me, subordinates and the senior managers considering the cause of the underlying issue. Motivation This insight trait is highly embedded in my leadership traits in which focus is put on motivating followers and subordinates to perform excellent work. There is identification of effective motivational strategies for the organization. I have focused on instilling leadership skills in my followers thus improving efficiency in the workplace and the overall working environment. Through motivation my subordinate self esteem has been greatly improved (Ely 2010). I have enhanced this insight through constructive and positive feedback to subordinates and the senior management. The enhanced positive approach helps me motivate the employees making them good, providing incentive improving the overall organizational performance. Social skills In all the scenarios considering my level of power and authority my ability to effectively incorporate social skills in my leadership is high. These social skills have enhanced the management of organizational environments in diplomacy, crisis management, diversity and communication. In various situations I have been able to take into consideration the various reactions of senior manages and subordinates thus avoiding any stereotypical responses. My social skills have been enhanced by effective communication enhancing management of cultural differences in different environments bringing positive impact on the employees and their partners. My social skills has played important role in behaving ethically upholding professionalism and effective resolution of crisis as well as conflicts recognizing the fact that people have different viewpoints. Empathy This is the core major trait that has enabled me as a manager to become successful in dealing with various scenarios in the organization (Robert 2009). This enables close working and understanding of subordinates and the senior management in terms of their point of view and what is causing them to behave on certain way. This is evident where I am able to understand all the stakeholders better. There is also increased ability to control emotions and its management and this to a greater extent improve my personal and professional communication and relationship. Self regulation This comprises my leadership trait which involves control of emotions and actions. I can easily manage them and usually do it from my inner self and voice. This is achieved through control and managing these emotions usefully in the context of the organization. This can b argued to being management of on personal state successfully (Robert 2009). This ability facilitates creation of an organizational environment that embraces trust and fairness. Leaders with this trait are able to minimize infighting in the organization to improve organizational productivity. PERSONALIZED LEADERSHIP APPROACH AND DEVELOPMENT PLAN Introduction Leadership coaching acquired more positive and favorable perception in the corporate world through its applications and evolution in the context of organizational leadership and management approaches. This involves solving specific problems, sharpening and enhancing performance skills and finally developing individual’s full leadership potential in many organizations (Judith Wilson 2009). The core reason of adopting this leadership approach is its core benefit that aims and focuses towards delivering increasing leadership value to the organizations. Therefore, attributed to this many organizations that have come to rely on it have succeeded in terms of leadership development as well the overall management of their employees (Knight 2008). Although it has been adopted in many organizations, it has not yet delivered full value to clients and the management teams in these organizations. The key major reason attributing to this situation is the lack of devoting enough and adequate resources to its adoption making its value becoming difficult to measure and quantify. Today in the current corporate world leadership coaching remains focused on the individual in all the levels and underlying departments in these organizations. With the establishing of capable and right management within an organization, on the perspective and the context of talent creation and career management experts, there exists a valuable opportunity gap in regard to adoption of leadership coaching value (Boyce 2010). This can be achieve through broadening this effective perspective approach in and field of action concerning leadership development. This preferred leadership approach can be asserted to introducing leadership coaching that fully leverages organizational managerial, individual, and organizational aspect and dimension of achieving effective leadership development (Judith Wilson 2009). Overview of leadership coaching model There has been evolution of leadership coaching in the business and corporate world and they are closely related in various perspectives. The beginning of leadership coaching is mostly attributed to the notable failure of organizational hierarchies as well as the breakdown of various organizational structures. It is notable that most organization have fewer leadership role models and mentors, therefore they have less time to perform all the required organizational tasks by themselves (Passmore 2010). Asserting from this it can be argued that as the leaders of these organizations they can mentor and coach others so that they can also perform the same tasks fostering effectiveness and efficiency in these organizations. With this situation posing challenges in organization, leadership coaching has emerged to be a solution to this issue collaborating interpersonal skills and emotional intelligence. This has forced leaders such as autocratic leadership styles and those leveraging pure technical prowess rather than actual leadership skill that had previously succeeded but with less organizational management effectiveness to adapt this new form of leadership (Hackman 2007). In some cases, during this leadership evolution is in the context of organizational leadership required leadership coaching during the transition. Leadership coaching has continued to have a more positive and effective role as these business aspects continue to evolve day by day. Because of the advent of new technologies and its innovations, organizations leadership evolution has quickened. Organizations have found themselves in global scale environments characterized with increased competition and complex leadership requirements as well as the scope of work. This has prompted the need to develop leadership talents since they no longer rely on vagaries of time and experience to achieve the same. Instead, organizations need to move high-potential employees to higher positions having a greater responsibility without losing any maximum efficiency. They have achieved this by means of thoroughly planned and structured leadership development programs in which one-to-one leadership coaching plays a significant central role (Knight 2008). Many organizations rely on leadership coaching experts to achieve specific aims such as filling the necessary skills gaps, developing the needed suitable cultural awareness which contribute to their success in the current global environments. These experts have the task with focus and emphasis of positively impacting on the entire organization by addressing the all the existing potential key leaders as well as working with multiple leaders. Traditionally a typical coaching task previously involved a single leader with the underlying evolution; leadership coaching in most organizations involves a number of high potentials being coached for higher positions and tasks (Boyce 2010). Its leadership perspective in this approach is perceived to be effective especially its developmental form aspect making leadership coaching highly successful in most organizations. This approach has delivered real value to organizations operating in large and small scales as well as national and transnational scales. As adopted by most companies, leadership coaching is proceeded and has an underlying perception that organizations need to focus on individual leadership needs. The result of this assertion ascribed from the adoption of leadership coaching approach is needed to drive positive organizational results. Leadership coaching always provides full value in most organizations that have involved its multiple stakeholders as well as perspectives and dimensions. This approach is also appropriate in environments where the organizational strategy change quickly and indicates some sensitivity extent in regard to the current conditions and adaptation to the global organizational strategies. Leadership coaching model Leadership coaching can also be referred to as coaching in a capable organizational consulting perspective. The fundamental factor here is the one-to-one encounter between the coach and leader. Coaching objectives framework forms the basis the both the leader and the coach work together. It is also important for the organization to involve other stakeholders for the purpose of inclusiveness. Among is the leader’s manager who helps definining the expectations to be achieved in the context of the coaching engagement. Leader’s manager has the responsibility for identifying a suitable and satisfying enabling environment to support the leader’s post-coaching development and success (Passmore 2010). Senior management representatives who perform key functions such as HR may also be included. These stakeholders’s have the responsibility of articulating the organization’s strategic objective. They also facilitate the consultations with the coaching efforts monitoring and ensuring that the leadership coaching agendas and strategy is consistent with the organization objectives. Incorporated and informed by organizational strategy, organization’s culture, values, processes and structure this approach has becomes a powerful mechanism for impacting the entire organization leadership development. Leadership coaching is not for individual events it is an organizational process that aims to bring a systemic change. This model has been improvised by the introduction of transparency model in its processes. Individual leader’s confidentiality in this model is respected and leadership coaches report the results and trends from the coaching sessions to the organization senior leadership. Coaches may consult with one another in situations where the coaching engagement involves multiple leadership coaching. This approach also involves team-based effort. This process is usually delivered by organizational network comprising of comprised of coaches offering various experience and expertise. According to the particular needs of the leader and the strategic needs of the organization leaders are assigned their specific respective coaches. In common networks coaches work closely to achieve specific goals and they can be supported by external specialists if necessary. The entire coaching network is being supervised and monitored by regionally based Master Coach. Senior level coaches’ acts as organizational consulting expertise therefore, The Master Coach’s responsibilities are to coordinate with senior management considering organization’s strategic objectives in relation to the coaching engagement. Gaps existing in the model According to Right Management survey of North American human resource professionals, 81% of respondents argue that leadership coaching do not improve effectiveness of leaders. Despite of this assertion, there is room to further advance and develop leadership coaching. This approach notably has no established measurable or clear relation between coached individual leaders and the achievement of the organization’s strategic goals (Passmore 2010). Coaching also focuses narrowly on the performance and behaviors of individual leaders. Thus runs ignoring systemic conditions that may affect the leadership development progress not depending on how the coaching is responded. It is also not significantly relevant to improve individual performance in if it is not relevant to the organization’s strategy. Personal Leadership Plan Effective Leader Development Focus Strengths Development Needs Development Actions Middle manager 1. To improve my competencies, knowledge and experience in my position 2. Advance into higher roles in my organization in preparation for senior management roles 1. Expert in relating with the subordinates and senior level managers 2. Strong financial capability with high level of morale and motivation 3. Strong problem solving, decision making and conflict resolution in workplace 1. Improvement in terms of flexibility and adapting to workplace changes 2. I need to improve and consolidate my strategic thinking skills and experience 3. I need to improve expertise on cross-functional aspects of management 1. I will request my senior manager to assign me a couch to lead and mentor me. The key major specific area includes cross-functional aspect of organization and how to improve. Engage more on leveraging my strengths to enhance my strategic thinking knowledge and experience as well as other organizational complex senior functions. There are no costs involved just investment of time. 2. Strategic change knowledge is essential and I will attain this by enrolling on a program mainly a short course. This is expected to take 2 months and the approximate cost is $ 500. 3. Extensive reading on various management books with the guidance from my coach. This involves reading one book per month. 4. Take a 360 leadership assessment for further insight into my development needs. Incorporate new insights into my IDP. Conclusion Leadership Development Plan is a significant and valuable tool to strategically guides throughout career developing and growth. This plan ensures that individuals achieve and lead greater overall career satisfaction, more interesting opportunities and challenges during their careers. Your plan can be especially valuable when you want or need to completely change direction. It helps individuals to understand the need of change in regard to leadership. Appropriate actions indicate provide the reason for the change and the way forward direction that need to be followed. References Boyce, L. A, 2010, Building successful leadership coaching relationships: Examining impact of matching criteria in a leadership coaching program, Journal of Management Development, 914 - 931. Day, D. V, 2008,Leadership development:: A review in context, The Leadership Quarterly, 581–613. Ely, K, 2010, Evaluating leadership coaching: A review and integrated framework, The Leadership Quarterly, 585-599. Hackman, J. R, 2007, A Theory of Team Coaching, Academy of Management, 269-287 . Judith Wilson, M. G, 2009, Coaching Skills for Nonprofit Managers and Leaders: Developing People to Achieve Your Mission, New York: John Wiley & Sons,. Knight, J, 2008, Coaching: Approaches and Perspectives. Newbury Park,: Corwin Press. Passmore, J, 2010, Leadership Coaching: Working with Leaders to Develop Elite Performance, London: Kogan Page Publishers. Robert N. Lussier, C. F, 2009, Leadership with Infotrac: Theory, Application, & Skill Development, New York: Cengage Learning. Thach, E. C, 2009, The impact of executive coaching and 360 feedback on leadership effectiveness, Leadership & Organization Development Journal, 205 - 214. Wilson, C, 2011, Best Practice in Performance Coaching: A Handbook for Leaders, Coaches, HR Professionals and Organizations. London: Kogan Page Publishers. Read More