Leadership Effectiveness
Guided Response: Respond to at least two of your classmates' posts.
· When responding to peers, remember to use references and in-text citations to support and strengthen your discussion.
BRUCE’S POST:
1. What do you think about this percentage? For example, is it too high or too low, and why?
Each organization has managers that are talented and competent to lead. Major decision made to who leads and this requires a manager to be competent. Employee engagement scores can help an organization recognize competent leaders. I think the scores describe for this discussion are accurate. "Companies fail to choose the candidate with the right talent for the job 82% of the time" (Beck, Harter, 2014).
2. Think about the effective and ineffective leaders for whom you have worked. Using the overview of leader traits and skills provided in this week’s lecture and readings, what traits did the effective leaders possess and/or what behaviors did they exhibit that caused them to get results? I have had many effective leaders in my career. I have also had a few that were not effective. Those that were good effective leaders had strong traits and skills. They were knowledgeable on their skills and posed traits of honesty, integrity, emotional intelligence. Their behaviors were as drivers and servant leaders. They lead to serve. They motivated everyone, created an a environment of accountability and a culture of relationship and team building.
3. What traits and/or behaviors did the ineffective leaders demonstrate? Ineffective leaders did not inspire and motivate. They lacked holding others accountable and often did not bring a full transparency. They often focused on their needs and not the people they lead. They believe respect is given to them because of the title or position and not earned. They want to rule with a hammer and reward others that hold back the teams. They lack emotional intelligence and interpersonal skills which people recognize. Effective leaders with emotional intelligence and interpersonal skills bring a positive environment and employees are likely to perform above the norm ( Warrick, 2016).
References:
Beck, R., & Harter, J. (2014). Why great managers are so rare. Gallup Business Journal, 25.
Warrick, D. D. (2016). Leadership: A high impact approach . Bridgepoint Education.
Leadership Effectiveness
NNENNA’S POST:
What do you think about this percentage? For example, is it too high or too low, and why?
This percentage is very high in my mind, and it shows that there are many leaders who are in the wrong roles. Leadership is not for everyone and those who do not exhibit the proper traits should not be accorded the opportunity to do so. The fact that managerial incompetence is estimated to be 50% to 75% means that many organizations are losing from a bottom-line perspective and should do something about this issue.
Think about the effective and ineffective leaders for whom you have worked. Using the overview of leader traits and skills provided in this week’s lecture and readings, what traits did the effective leaders possess and/or what behaviors did they exhibit that caused them to get results?
The effective leader I once reported to was ethical, honest, transparent and had great communication skills. He was a great listener, empathized with employees and delivered on any promise he made. An effective leader possesses solid communication skills to be able to motivate employees to become successful in their career. Effective communication includes tailoring communication styles to fit a targeted audience since people learn and retain information in various ways. Doing so leads to earning trust and fostering a quality relationship with employees. According to Warrick (2016, Ch. 5.1), Quality relationships increase the probability of personal health, success, happiness, longevity, and motivation, and lack of quality relationships increases the probability of social, emotional, psychological, and physical problems”.
What traits and/or behaviors did the ineffective leaders demonstrate?
On the inverse, I have also worked with a leader who should not have been leading the efforts of others even though he was very smart. He would have done a better job as an individual contributor, working on projects so he was clearly placed in the wrong role. He was not the most honest person, not transparent, was not well respected due to his inability to keep to his words and not trustworthy. His behavior resulted in many high-performance employees leaving for other areas and our departments’ performance was adversely impacted by this issue.
Reference
Warrick, D. D. (2016). Leadership: A high impact approach . Bridgepoint Education.
|
Leadership Relations |
Guided Response: Respond to at least two of your classmates' posts.
· When responding to peers, remember to use references and in-text citations to support and strengthen your discussion.
TARA’S POST:
Warrick (2016) shares that communication and listening skills play critical roles in working with people and building relationships. The three strategies I believe a leader should adopt to enhance their relationships with superiors, co-workers, and subordinates are transparency, honesty, and practicing humility.
With transparency, a leader can gain the trust of his subordinates, peers, and superiors. A leader can practice transparency by sharing his or her intentions, sharing their vision, and communicate with each step.
In honesty, a leader will validate gained trust with everyone around. In valuing others, Warrick (2016) states being honest frees people to listen without having to interpret what a person is really saying. Honesty is the foundation for clear and concise communication with will help foster deeper relationships with team members at all levels.
By practicing humility, it requires the leader to admit when he or she does not know something and when he or she was wrong. I believe this is the most important strategy because it empowers others around you while building trust with the team. When a leader admits they do not know something and seeks help, people gain confidence in the leader that he or she will be forthcoming whenever they are in doubt and will put people in the position to lead.
Bert Ray’s (2005) article says it is possible to lead from the middle of the organization (pg 69). This means you can be an effective leader to not only your subordinates, but also to peers and superiors. Becoming a 360-degree leader makes it important to build and sustain relationships at all levels of the organization. Having a strong relationship with superiors will allow a strong support system when implementing change and will also allow information to be shared up the chain as well. If subordinates have a concern, having a good relationship with your superiors will allow for communication to travel through the necessary channels with ease. This develop a better relationship with subordinates and help gain their trust.
Bert, R. (2006). The 360 degrees Leader: Developing your Influence from anywhere in the organization. Civil Engineering, 76(3), 69.
Warrick, D.D. (2016). Leadership: A high impact approach. Bridgepoint Education.
SHUN’S POST:
Propose and discuss at least three strategies a leader should adopt to enhance their relationships with superiors, co-workers and subordinates.
The engagement between leaders and followers forms a bond that motivates followers to perform. Relationship building is critical for leaders to establish themselves with superiors, co-workers, and subordinates. The strategies that enhance these relationships can be created with simple principles that cultivate these relationships.
1. Practice unconditional respect, which is an example of a leader seen as a perspective of higher presence. Do not be tricked into lowering your standards in a competition with a small mind. Portray civil behavior even if met with the opposite intentions. Warrick (2016) said, “being civil to others indicates respect, even in the face of disagreement or conflict (p. 10). This avoids the trap of creating hostile environments that threaten communication and interfere with relationship building.
2. Develop listening skills. Some interactions require more listening than talking. This improves empathy and shows sensitivity to others allows leaders to absorb information that could be necessary to provide for the needs of others. This is a form of communication strategy so that focused content can be delivered to others in a tailored and thoughtful manner based on information received at another time while gaining insight (Stillion & Wolvin, 2009).
3. Be consistent. In forming relationships, some expectations lead to interactions that make bonds secure. Superiors, co-workers, and subordinates are more like to respond to consistent behaviors that become a part of the leader’s identity.
Discuss the importance of developing relationships within all levels of the organization.
I find value in being diverse with relationships in an organization that improves me as a leader. Other than creating a positive work environment, particular aspects are critical. There are more accessible collaborative efforts when relationships are formed. And the most appealing part of developing relationships at all levels of the organization is the transfer of skills and knowledge from all levels that make me more well-rounded and marketable in my career growth.
References
Stillion Southard, B., & Wolvin, A. (2009). Jimmy Carter: A Case Study in Listening Leadership. International Journal of Listening, 23(2), 141–152. https://doi.org/10.1080/10904010903014467 (Links to an external site.)
Warrick, D. D. (2016). Leadership: A high impact approach . Bridgepoint Education
WE HAVE DONE THIS ASSIGNMENT BEFORE, WE CAN ALSO DO IT FOR YOU
GET SOLUTION FOR THIS ASSIGNMENT, Get Impressive Scores in Your Class
CLICK HERE TO MAKE YOUR ORDER on
What traits and/or behaviors did the ineffective leaders demonstrate?
TO BE RE-WRITTEN FROM THE SCRATCH
Comments
Post a Comment