To lead, know that it is ALL your responsibility - Once you have achieved the last two, think of the entire goal as your responsibility. Build your own competence first. Then, help, encourage, and fill in as many gaps as you can. Maintaining the trust of your team members as you do this is crucial. You should aim for the achievement of the goal and put personal benefit on the back burner for everyone to trust you and allow you to lead.
Essentially it is the idea that everyone should have the same goal in mind, and should - as a team - work towards it. This will foster a team ethos and spirit, and will see the team work together to obtain their goal. By essentially having your team “buy in” to the idea of achieving this goal together, you motivate them to work as a team and will achieve better results. It is not enough to simply set that goal though, the leadership is integral to its completion and should strive towards it alongside their subordinates. For instance if there was a set list of jobs to be done, the leader should assist and direct when
First Question Ken leadership method is the transformational leadership which depends on the charisma of the leader to lead and motivate, support, inspire, his followers , this kind of leadership stimulate creativity and help the team members to raise their standards. The personal consideration and personal attention it the leader’s role to do and be aware or the individual problems and to act as a coach for all this followers and answer to their need including the need for respect and value the individual contribution to the team efforts. Second question Assertiveness: is the ability to express your feelings, opinions, beliefs and needs directly, openly and honestly, whilst not violating the personal rights of others. Assertiveness
Leaders need to have charisma, and have a combination of expertise, dedication, commitment, motivation, focus, and care for others. Leaders understand the need and are naturally goal-oriented. A team leader is responsible for guiding the group as they accomplish a project. They hold responsibility for developing and implementing a timeline the team will use and also listen to every employee’s strategy and implement them into completing the project. On the other hand, good team members have a shared agenda, by adopting the objectives of the leaders but with the individual goals of team members.
Godfrey was given the responsibility of achieving the company’s goal of constructing a learning organization. By 1997 Glaxo Wellcome had launched something called the Executive Programme, this program aimed to equip about 300 executives with IT products in order to gain some IT skills. One result of the Senior Executive Programme has been the development of the Glaxo Wellcome ExecNet (Godfrey, 1997). ExecNet was a system, supported by the organization’s intranet in order to help its employees identify who’s who and what their activities are. This saved a lot of time for the company because instead of scheduling meetings to appoint tasks and activities, they could use ExecNet to assign these tasks and activities on the system which then would send an email to the employee, letting them know they have received a task on ExecNet.
Jonas is Typhoon’s leader and is, according to Belbin’s team role model, a shaper. His role as shaper has contributed to efficient team meetings and group activities, as he likes to influence the group decisions and concentrates on setting objectives as well as keeping the discussions
If you want commitment from the people you work with and who are expected to follow you, they will need to feel impressed by the understanding of the leader 's vision and mission of the organization. The need to be inspired is their fundamental need. To be an effective leader you need to have: Passion (effective leader is a person with a passion for a cause that is larger than they are. Someone who has a dream and a vision for better society, or at least, some portion of it. Without passion, a leader will not make the necessary courageous and difficult decisions and carry them into action.
B) Both the appraiser and appraise have shared responsibility for the review process. It is important that both contribute fully by providing specific examples of performance relating to the work objectives and Company values. C) There should be no surprises in the formal reviews. Issues of underperformance must be dealt with as soon as they arise rather than being left for a formal review. Similarly examples of good performance should be recognized promptly.
He should be a good reader and orator and develop good ideas. He should be a good listener. Good listeners can always take good decisions (b) Creativity. A leader should always try out of box thinking. The leader needs to be creative to adapt and act to the changing environment and situations.