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Date:
Job: |
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Section 2 and 3 - development
level competency assessment - circle the applicable
rating |
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Low
High |
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Confidence |
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Record of achievement |
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Quality of relationship with manager |
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Quality of relationship with
co-workers |
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Ability to cope with frustration and
disappointments |
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Average |
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Willingness |
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Strength of my belief that good
results will advance my career at a satisfactory
rate |
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How much effort do I feel like
putting into the current job |
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Average |
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Average 2 + 3 |
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INTERPRETATION : SECTION 1 SCORES
DEVELOPMENTAL LEVEL ASSESSMENT:
1-2 = YOU REQUIRE CONSIDERABLE GUIDANCE, DETAILED
INSTRUCTIONS AND CLOSE SUPERVISION.
3-4 = YOU STILL REQUIRE GUIDANCE BUT CAN FUNCTION FOR LONGER
PERIODS WITHOUT INSTRUCTION. YOU MUST STILL BE SUPERVISED
FREQUENTLY.
5-6 = YOU CAN MAKE USE OF YOUR OWN IDEAS AND EXPERIENCE TO
VARYING DEGREES. YOU REQUIRE CONTACT WITH YOUR MANAGER TO
CONFIRM YOUR INTENDED ACTIONS, TO ARRIVE AT JOINT DECISIONS
AND TO REPORT ON PROGRESS.
7-8 = YOU ARE ABLE TO HANDLE CONSIDERABLE RESPONSIBILITY
WITHOUT THE INPUT OF YOUR MANAGER. CONTACT WITH YOUR MANAGER
IS TO MAINTAIN DIRECTION AND TO report ON PROGRESS.
INTERPRETATION : SECTION 2 + 3 SCORES DEVELOPMENTAL LEVEL
ASSESSMENT
1-2 YOU NEED DETAILED INSTRUCTIONS AT THIS STAGE I.E. HOW TO
DO THE JOB.
3-4 YOU NEED EXPLANATIONS IN ORDER TO LEARN. YOUR MANAGER
SHOULD BE GIVING YOU DETAILED CONSTRUCTIVE FEEDBACK ON YOUR
SPECIFIC TASKS AND BE SUPPORTIVE OF YOUR EFFORTS.
5-6 YOU NEED MORE FREEDOM THAN PREVIOUSLY TO PROVE THAT YOU
CAN MAKE EFFECTIVE DECISIONS AND GET RESULTS. YOUR MANAGER
SHOULD BE AVAILABLE TO GUIDE YOU WHEN YOU NEED THIS.
7-8 YOU SHOULD BE ABLE TO HANDLE DELEGATED RESPONSIBILITY
I.E. FUNCTION WITHOUT YOUR MANAGER'S SUPPORT OR DETAILED
INPUT. BUT YOU SHOULD STILL MAINTAIN CONTACT TO ENSURE THAT
YOUR VIEW OF THE REQUIRED RESULTS IS IN LINE WITH YOUR
MANAGER'S REQUIREMENTS.
11.2 WRITE UP A REPORT THAT SUMMARISES THE LEARNING POINTS,
COVERING THE FOLLOWING: (one paragraph each)
11.2.1 WHAT I LEARNED ABOUT LEADERSHIP:
11.2.2 WHAT I LEARNED ABOUT MY STYLES:
11.2.3 WHAT I LEARNED ABOUT MY STYLE EFFECTIVENESS WITH MY
SUBORDINATES WITH REGARD TO MY TASK AND RELATIONSHIP STYLES:
11.2.4 MY STRONG POINTS ARE:
11.2.5 MY WEAK POINTS ARE:
12. BIBLIOGRAPHY:
12.1 CONFLICT MANAGEMENT THEORY
12.2 FACILITATION THEORY
12.3 Situation leadership II, as developed by K.H.
Blanchard.
12.4 The One Minute Manager, K.H. Blanchard and S. Johnson,
1982, William Morrow and Company.
12.5
Lectures and lecture notes by by James Laubscher, 1992.
About the Author:
Pierre
du Plessis (MBL, 1982, UNISA) is a business consultant, co-owner of Leaders
Circle, author of several e-books and training manuals, previous Corporate
Logistics and Procurement Manager, ex-army infantry soldier as
Officer in Charge of Battalion Operations and
nowadays business owner of several successful offline business operations.
He is also co-founder of
Career Builders Club.
Leadership Styles Videos:
Summary of snippets and resources about Leadership Styles from all over the
web:
Service firms recognize the need to introduce new technologies
to stay in the market, or to retain their competitive advantage compared to
their rivals. Introducing new technologies in an organization is by no means
easy and poses many challenges like the acceptance and adoption of new
technologies by employees. The technology acceptance model (TAM) has often been
applied to explain individual technology use. In previous studies, the model has
been extended with many different constructs, including personal and technology
related factors. Also management support and training have been shown to
positively influence technology acceptance. However, the influence of leadership
style in this context has not been studied before. This study models test two
leadership styles (transactional and transformational) as antecedents to
perceived usefulness and perceived ease of use of new technologies.
1
A good situational leader is one who can quickly change
leadership styles as the situation changes. The model doesn't apply only to
people in leadership or management positions; all people lead others at work, at
play, and at home.
2
In the past several decades, management experts have undergone a
revolution in how they define leadership and what their attitudes are toward it.
They have gone from a very classical autocratic approach to a very creative,
participative approach. Somewhere along the line, it was determined that not
everything old was bad and not everything new was good. Rather, different styles
were needed for different situations and each leader needed to know when to
exhibit a particular approach.
3
Transformational Leadership (TL) and Transactional Leadership (TR) styles have been examined in diverse organizational
settings, including education, politics, business, and the military. Despite the
abundance of research examining the relationship between leadership styles and
leader effectiveness, there is a lack of recent research investigating
leadership in the domain of rehabilitation in general and occupational therapy
(OT) specifically. Atkinson studied the characteristics and competencies
required by leaders in various settings and concluded that many similarities
exist across the leadership spectrum from rehabilitation managers to top leaders
in the business world. However, a paucity of research exists that focuses on
leaders in rehabilitation.
4
Critical organizational outcomes, such as satisfaction,
organizational performance, group performance, and commitment, have been
associated with these leadership styles (Kirkpatrick and Locke, 1996). These
results have also been validated across cultures and in different settings (Al-Dmour
& Awamleh, 2002). This included the public sector with mixed results (Javidan &
Waldman, 2003). Javidan and Waldman (2003) found that in the public sector,
charismatic leadership was only modestly related to motivational consequences.
The impact of charismatic/transformational leadership styles on followers'
effectiveness and motivation has also been documented (Bass & Avolio, 1990;
1994). In spite of this, the effects of managerial leadership styles from
transformational and transactional perspectives have not been validated in
banks. A key objective of this study is to fill this knowledge gap.
Additionally, two possible moderating variables are considered: self-esteem
(Rosenberg, 1979) and Romance of Leadership (Meindl, 1995).
5
Leadership style is the manner and approach of providing
direction, implementing plans, and motivating people. All the different
styles -uthoritarian or autocratic; participative or democratic; and delegative
or free reign have the applicability. Like for instance, using an authoritarian
style on a new employee who is just learning the job, this style would be
appropriate. The leader is competent and a good coach. The employee is motivated
to learn a new skill. The situation is a new environment for the employee. Now
an opportunity to use a participative style would be with a team of workers who
know their jobs. The leader knows the problem, but does not have all the
information, the employees know their jobs and want to become part of the team.
6
It could be that different leadership styles are appropriate in
different circumstances. Certainly, it seems that every so often in democracies
people yearn for a strong leader who promptly tramples all over their democratic
freedoms. Hitler and Mussolini are obvious examples, but de Gaulle in France in
1958 and Thatcher in Britain in 1979 are presumably also symptomatic of the same
malaise.
7
Leadership styles are defined as "a pattern of emphases, indexed
by the frequency or intensity of specific leadership behaviors or attitudes,
which a leader places on the different leadership functions" (Casimir, 2001).
The three leadership styles used in this research are autocratic, transactional,
and transformational. Although categorization is restricting, it is also
convenient. Instead of falling in distinct categories, leadership styles exist
on a continuum. This continuum reflects the range of styles, not the frequency
with which they are exhibited. Most leaders use combinations of skill types
depending on the situation, context, and the styles of those within their
spheres of influence. Nonetheless, each exhibits a predominant style.
8
Abstract: While many aspects of leadership and work satisfaction
have been heavily researched, member satisfaction with the style of leaders who
provide treatment in groups has rarely been researched An assumption underlying
the present study is that certain leadership styles are associated with member
satisfaction. This study examined the perception of leadership style and member
satisfaction in treatment groups. Member satisfaction with leadership style was
measured in the middle phase of treatment groups. A structured, close-ended
questionnaire was developed.
9
With a task-oriented style, a transactional leader occupies the
middle area of the continuum. Leaders with this style largely react to the
performance of their employees and reward for compliance to their directives, a
factor Northouse (2001) called "contingent reward" (p. Transactional leaders do
not address employees' needs, motivations, or development. In general, their
focus does not include intangibles, such as goodwill, because the influence of
similar intangibles may be subtle, future oriented, or not easily calculated.
Organizational positions are defined according to tasks to be fulfilled, and
employees are evaluated on the same. Workaholic patterns are modeled and
rewarded (Graham, 1995, p. 47). Transactional leaders "focus on the exchanges
that occur between leaders and their followers" (Northouse, 2001, p. 132) and
use "corrective criticism, negative feedback, and negative reinforcement" (p.
10
The transformational (Bass, 1985; Burns, 1978) style occupies
the opposite end of the leadership continuum from the autocratic style. Its
characteristics overlap the participative and servant (Greenleaf, 1977) styles
but can be distinguished by its motivating power. Within the continuum of
styles, a transformational leader may swing from "charismatic" to
"individualized consideration" (Northouse, 2001). The transformational
leadership style overlaps with the servant leadership style in its attempts to
share knowledge and power and to recognize the "have-nots as equal stakeholders
in the life of the organization" (Northouse, 2001, p. 257).
11
It begins with a brief review of three theories of leadership,
situational, path-goal and transactional versus transformational and proceeds to
describe how they can be related to the two managers. It examines their
different personalities and the leadership styles that bought them notoriety.
12
Correspondence concerning this manuscript may be sent via
electronic mail to: srose@gmu.edu. Leadership Style and Member Satisfaction in
Treatment Groups As treatment groups continue to flourish little knowledge
exists about members' satisfaction with them.
13
The Conscientious Manager is nearly a polar opposite to the
Driver but can be equally effective. Because Conscientious Managers are
typically more concerned with team victory than individual recognition, they can
pull together the concentrated efforts of a variety of individuals to achieve a
corporate goal. The hallmarks of this leadership style are dauntless pursuit of
detail and completion and an extraordinary sense of responsibility.
14
This paper presents a case study which discusses leadership and
management styles within The Consolidated Life Company. It discusses the
company's view on different leadership styles and looks at the clashes in
management style that occurred due to varying perspectives and implementation of
management. The paper ends with four short questions and answers on the issues
that are relevant to the case discussed.
15
The style you choose will also depend on the skill level of your
team. For a highly skilled and motivated team, you may use a combination of high
delegative and moderate participative styles. But if the team has low
competence, you may need to use a combination of high coaching, high supporting
and high directing leadership styles.
16
To a significant degree, large American firms are at a later
stage of development than many Asian firms—they have passed from founders'
family leadership to professional management and to capital obtained from the
capital markets (rather than obtained from government—directly or indirectly—or
from family fortunes). In this transition they have adopted particular styles of
leadership responsive to boards (often led by outside directors) and to Wall
Street. 17
In recent years researchers have contributed different causes as
responsible for the success of a country's economic system and as a result,
differing models for economic growth suggest multiple possible paths for
success. This paper examines how two countries of notable global success,
attributable to each of its entrepreneurial leadership skills, are Sweden and
China. It offers a comparative study of the entrepreneurial leadership of both
Sweden and China, taking into consideration such factors as their political and
economic history, leadership styles and regulatory changes. It concludes with an
analysis of the factors that both entrepreneur leadership styles have in common.
18
This study aims at addressing key questions by examining
transformational and transactional leadership styles in a banking setting. Given
the important role of banking in economies such as the UAE, it is important to
assess if the normal effects of transformational and transactional leadership
styles hold. Other questions include: to what extent are these leadership styles
present at the functional level in UAE banks? And finally, are there any effects
for the individual differences of self-esteem and leadership disposition on bank
employees' performance and satisfaction?
19
To best meet the needs of the groups they work with, leaders
continually shift their leadership styles. Explaining the constant changing of
leadership styles and techniques is one of the difficulties in teaching
leadership.
20
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