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Leadership

  • Trust is like a living organism. It is grown, requires maintenance and can be destroyed. If our trust in an organization is ever damaged it causes us to lose confidence in the ability and reliability of the organization to perform tasks or produce work either on time or of good quality. Trust must be earned. We do not give organizations our trust without seeing some benefit first.

    The public trusts that businesses will produce safe goods and services to a certain quality standard. We also have expectations in how the company will act and behave. Organizations must show interest in the wellbeing of the community and environment. Consumers will only purchase goods if they believe the organization has their interests at heart. For example, a food product meets government regulations and is safe to eat.

    To loose public trust means that the company did something to break the trust in the company’s product or in their behavior. What was once expected to be safe and reliable is no longer the case. The company may have cut corners to cut costs at the cost of quality.

  • The Neutral Zone is the middle phase of the transition process and the realm between where the change started and where it is supposed to become. There are several measures that need to be taken in advance to prevent any potential unpleasant or inconvenient things from occurring. Transparency is vital to the change effort, helping to establish a trusting environment.

    The change agent will need to do a proper analysis of all stakeholders and develop a communications plan. A communications plan allows the change agent to determine the needs of their target audience when communicating any information about the project. It allows them to determine the frequency of communications at the level of detail needed. Details may need to be shared with stakeholders that are deemed essential for their duties while other information may be withheld and provided at a time that they are considered necessary.

    Certain change initiatives do require some secrecy. Reasons for secrecy from lower levels of the organization may include a major change to the organization and its culture, perhaps a merger in process with the initial stages needing to be implemented before lower level needs to be informed. Perhaps upper management needs to ensure that details of a change are not leaked to consumers before the change is fully implemented as the organization does not want competitors to receive the news.

  • Values-based leaders are our natural motivators. Although, it is natural for leaders to refer to their values in creating a vision or making decisions. However, it makes absolute sense for leaders to connect with their followers’ values which makes them more likely to act.

    Value-Based Leadership is defined by Richard Barret as “a way of making authentic decisions that build the trust and commitment of employees and customers.” So, by definition, values-driven leaders will dependably act from their most astounding qualities.

    Values-based leaders know their values and what they believe in and hold them firmly; they also earn respect and admiration from their followers through the firm adherence of their values which are shown through their actions.

    Values-based leaders take responsibility for their mistakes and do not try to cover them up. They show their followers that they are responsible individuals and can gain much more respect than blaming someone or something else.

    Moreover, essential traits of great leadership which are personal beliefs and organizational values must be combined, to achieve the corporate mission better. As it is widely known that in every organization, the organization’s values and its people’s belief, form the bedrock of the company’s decisions.

    Leaders may change their strategy, tactics, or approach to better handle a given situation, but they must never turn their underlying values, and principles.

  • The Vroom-Jago is a situational leadership model utilized by leaders to decide if they should settle on a choice alone or include a gathering, and to what degree the group ought to be included.

    The Vroom Yetton Jago Decision Model picks the correct style by having the client answer a progression of inquiries with an either yes or no with the questions presented as a decision matrix. In the wake of the answers given to the questions, the client quickly observes what strategy best suits the situation at hand.

    As indicated by the model, three specific components have a direct impact on the strategy for essential leadership: quality, joint effort and time. Hence the sequence of the questions asked makes clearness in regards to the decision situation factors at this moment enabling the leader to make a proper decision. The Vroom-Jago was first created by Vroom and Yetton in 1973. In 1988, it was updated by Vroom and Jago.

    Using the Vroom-Jago decision model, at the point when a decision is to be made, the administration style and the level of support of colleagues are impacted by three essential components.

    If we consider these three factors, better insight can be formed about the decision to be made. The factors include: