Leadership - page 4

Path-Goal versus Situational Leadership

Darryl Bachmeier Mar 13, 2019 Leadership

Path-goal theory focuses on the how the leader can motivate followers. In Path-Goal, the leader adapts their leadership style to the situation. Followers are motivated if they feel they are capable of completing their tasks and if the followers feel the outcome of their works are advantages to them. Path-goal includes contingency theory, as there are three contingences, which are leader style, followers and situation, and the rewards necessary to meet the needs of the followers. Situational leadership suggests that there is rarely a time where one leadership style will work in all situations. People are unique and require different styles of leadership. It depends on the followers to which style of leader can choose. Leadership Styles Path-Goal Path-Goal theory has four types of leadership styles: supportive, directive, achievement-oriented and participative. Directive leadership is one-way communication in that the leader gives instructions and the followers carry them out. Participative leadership...

La transparence est essentielle au succès dune initiative de changement

Darryl Bachmeier Mar 12, 2019 Leadership

La zone neutre est la phase intermédiaire du processus de transition et le domaine entre lendroit où le changement a commencé et où il est censé devenir. Plusieurs mesures doivent être prises à lavance pour éviter que des choses potentiellement désagréables ou gênantes ne se produisent. La transparence est essentielle à leffort de changement, contribuant à créer un environnement de confiance. Lagent de changement devra faire une analyse appropriée de toutes les parties prenantes et élaborer un plan de communication. Un plan de communication permet à lagent de changement de déterminer les besoins de son public cible lorsquil communique des informations sur le projet. Cela leur permet de déterminer la fréquence des communications au niveau de détail nécessaire. Les détails peuvent devoir être partagés avec les parties prenantes jugées essentielles pour leurs fonctions, tandis que dautres informations peuvent être retenues et fournies à un moment où elles sont jugées nécessaires....

Transparency is vital to a change initiative’s success

Darryl Bachmeier Mar 12, 2019 Leadership

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...

Modèle de contingence Vroom-Jago

Darryl Bachmeier Mar 11, 2019 Leadership

Le Vroom-Jago est un modèle de leadership situationnel utilisé par les dirigeants pour décider sils doivent décider seuls dun choix ou inclure un rassemblement, et dans quelle mesure le groupe doit être inclus. Le modèle de décision de Vroom Yetton Jago choisit le bon style en demandant au client de répondre à une progression de demandes par un oui ou un non avec les questions présentées sous forme de matrice de décision. À la suite des réponses apportées aux questions, le client observe rapidement quelle stratégie convient le mieux à la situation en question. Comme lindique le modèle, trois composantes spécifiques ont un impact direct sur la stratégie de leadership essentiel: la qualité, leffort conjoint et le temps. Par conséquent, la séquence des questions posées rend clair en ce qui concerne les facteurs de situation de décision à ce moment permettant au leader de prendre une décision appropriée. Le Vroom-Jago...

Leadership basé sur les valeurs

Darryl Bachmeier Mar 11, 2019 Leadership

Les leaders fondés sur les valeurs sont nos motivateurs naturels. Cependant, il est naturel que les dirigeants se réfèrent à leurs valeurs pour créer une vision ou prendre des décisions. Cependant, il est absolument logique que les dirigeants se connectent aux valeurs de leurs adeptes, ce qui les rend plus susceptibles dagir. Le leadership basé sur la valeur est défini par Richard Barret comme «un moyen de prendre des décisions authentiques qui renforcent la confiance et lengagement des employés et des clients». Ainsi, par définition, les leaders axés sur les valeurs agiront de manière fiable à partir de leurs qualités les plus étonnantes. Les leaders fondés sur les valeurs connaissent leurs valeurs et ce en quoi ils croient et les tiennent fermement; ils gagnent également le respect et ladmiration de leurs adeptes par la ferme adhésion à leurs valeurs qui se manifestent à travers leurs actions. Les leaders basés sur...

Vroom-Jago Contingency Model

Darryl Bachmeier Mar 11, 2019 Leadership

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....

Values-based leadership

Darryl Bachmeier Mar 11, 2019 Leadership

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...

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