The group exists to achieve a common purpose or task, and the leader's actions in one area affect both the others; thus successful achievement of the task is essential if the group is to be held together and its members motivated to give their best effort to the job. So, the four key elements of performance should be taken into account. These are: measurement - assessing results against agreed targets and standards; feedback - giving people information on how they are doing; positive reinforcement - emphasizing what has been done well so that it will be done even better in the future; only making constructive criticisms, i.e. those that point the way to improvement; exchange of views - ensuring that the discussion involves a full, free and frank exchange of views about what has been achieved, what needs to be done to achieve more and what individuals think about their work, the way they are guided and managed and their aspirations. Performance and development reviews provide those involved with the opportunity to reflect on past performance as a basis for making development and improvement plans. Obtaining historical perspective through analysis is a necessary part of the review but reaching agreement about what should be done in the future is what it is all about. The performance review should take the form of a dialogue, not a top-down interview or 'appraisal' (Boehnke, Bontis, 2003).
The old routines of central planning and negotiating inputs from might have gone, but there remained the assumption that some other agency would solve the problems: an assumption the CEO himself appeared to share. All of this was taking place within a structure which remained hierarchical, with little involvement of junior management or the workforce, who believed that their product could only sell locally and clung to the assumption that they could sell everything they could produce (Whipp, 1991).
This systems view therefore suggests that organisations can and do change by mutually reinforcing and amplifying stimuli within their systems. It is change on the basis of the current ways of doing things: in this sense, it is an explanation of incremental change. The change agent seeking to manage change incrementally would, therefore, search for ways in which changes could be made within current systems, which would have the effect of amplifying change.
Education and communication might be appropriate if there is a problem in managing change which is based on misinformation or lack of information. It requires an atmosphere of mutual trust and respect between managers and employees, and might well be time consuming if large numbers are involved in the change since it is unlikely that mass briefings of people will be sufficient to communicate effectively. Many organisations realise that such situations are likely to require small group briefings and debate if the communication is to be effective. However, often the direction or process of strategic change lacks clarity, so relying on processes of communication alone is problematic.
The ability to motivate and inspire employees is now a core competence for the best managers. In order to achieve optimal goals three basics would be taken into account: motivation, reward and commitment. Motivating other people is about getting them to move in the direction you want them to go in
#1 Leadership Today's organizations need a strong leader to be ruled. Without the direct participation and support of an institution's leadership, this power cannot be pushed to its full potential. Leadership requires many of the characteristics common to all leaders, but also requires special abilities to manage any organization in today's rapidly changing environment…
Various authors have suggested that different theories in leadership such as trait theories, behavioural as well as contingency theories have been developed to explain the impact of leadership styles on the performance of the organisation as a whole. However, recent studies have shown that transformational leadership is more ideal during the contemporary period since it is adaptive to change.
These types of leaders are also described as wilful in the sense that they do everything within their means to pursue the goals or objectives of the company while still maintaining proper professional ethics. In comparison to other types of leaders, level 5 leaders have been known to transform mediocre companies into being one of the best in the industry during their terms in office.
The review of literature proceeds to identify the various ways by which transformational leadership impacts on follower outcomes. Finally, commentary shall be given about the transactional leadership perspective from a practical standpoint. Definition and description of transformational leadership, its strengths and weaknesses The originator of the transformational leadership perspective was James MacGregor Burns, in his book Leadership (1978) which he expounded on the contrasting notions of transactional and transformational leadership.
Bernard Bass recommended that a good leader exhibits characteristics of both types of leaderships because these are different approaches.
This is a concise article which discusses the questions about Transformational leadership. What are main characteristics of Transformational leadership How it is different from transactional leadership and how the transformational leaders apply it on their subordinates Lastly, it describes its role in organizational life and its influence on individuals.
Many of us have known poor leaders who promote their own image by taking credit for work done by others, who are selfish, inconsiderate, or tyrannical with followers, or who are unfair, dishonest, and threatened by competence in other people.
According to the report leadership affects the educational climate in schools, church attendance, job stress, organizational change, and military success. Effective leadership can create shared beliefs, values, and expectations in organizations and societies and can modify followers' interpretations and understanding of issues and events.
The author states that the interest in transformational leadership is as a result of two tendencies. First, important international changes in the economy from the early 1970s meant that a lot of large companies in the west, such as AT&T and General Motors had to put into consideration extreme changes in their methods of conducting business.
rs has yielded many leadership theories involving function, traits, behaviour, situational interaction, values, vision, intelligence, charisma and power amongst others. Amongst many theories that have developed on leadership are transactional and transformational leadership
As the paper, Transformational Leadership, declares leaders are followed by people whereas managers have people who work under them. The two terms might have different meanings, but they go hand in hand. The vital aim of this paper is to give an in-depth meaning of leadership and management styles in the field of nursing.
8 pages (2000 words)Essay
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