Leadership Assessment

(McLeod 2007) In the process of our growth, obedience to authority is a deeply ingrained behavior. Once Enron' leader is engaging in unethical behavior by forcing employees to do something, they were afraid to loss their job. In order keep the job, employee would help leader to do some wrong

In the past, researchers have proven that organisations that implement transformational leadership when dealing with change in the organisational context are more successful in managing employees’ outcomes (Chou, 2014). The role of a leader as not only a symbolic figure but also as a form of guidance helps create a smooth transition in times of turmoil. Many change efforts are unsuccessful because change leaders often overlook the central role individuals play in the change process (Kavanagh & Ashkanasy, 2006; Porras & Robertson, 1992). In workplace environments where employees are comfortable with the tasks delegated and other work processes, change becomes something difficult to be introduced, implemented and accepted (Reichers, Wanous, & Austin, 1997). This is because an introduction of organisational change leads to interruption of normal routines in an organisation.

These are the ones you can count on to the job done. However they hate to change things. Completer finishers are the people who see that projects are completed thoroughly They ensure that their project has no mistakes or errors. They pay attention to the smallest detail and hate procrastination. The weakness of this role is that this person tends to worry often and tend to have this heavy weight of stress when uncalled for at times.

With my upcoming assignment I will undoubtedly see more of it. Now that I have a better understanding with regard to the behaviors of leader and subordinate, i will better understand its development process and look to stop it once I see it. Within our organization, Tyrannical leadership is common and the most destructive. As Ståle (2007) describes the behavior " Because tyrannical leaders may behave constructively in terms of organizational oriented behavior while displaying anti-subordinate behaviours; subordinates and superiors may evaluate the leader's behaviour quite differently. Subordinates may view the leader as a bully, while upper management views him/her favorably.

Through their research, they identified a positive correlational relationship between laissez- faire leadership and role ambiguity and also with conflict among the team members-both of these outcomes were produced on the DecisionTech executive team. Ambiguity, as found in the research, is a direct connection to the third dysfunction described in the novel- “lack of commitment” (Lencioni, 2007.) Having uncertain roles on a team creates an environment that encourages apathy in goal completion. The lack of follow through is related to the individual intrinsic value that each team member has- when one’s role is not clearly defined and established, the member lacks role value on the team and therefor does not feel the need to commit to decisions made as a team

It also helps to assess which strength and weakness employees have, which is essential to differentiate which tasks they will fit best. Successful delegation increases productivity and quality of work. A leader alone cannot perform all the tasks given, it should be delegated to concerned colleagues or subordinates. At the same time, delegation of authority will divide the works among workers with providing authority and responsibility. As such delegation of authority will have an effective result (Management Study Guide, 2013).

These are usually inborn traits, manifesting themselves in the “born leader” that cannot help but take control and guide situations. Trait theory describes that there is a certain set of basic personality markers that set leaders apart from followers. In a business following this model, management is always scanning and analyzing the

The psychological contract develops and evolves constantly based on communication, or lack thereof, between the employee and the employer. Promises over promotion or salary increases, for example, may form part of the psychological contract. Managing expectations is a key behaviour for employers so that they do not accidentally give employees the wrong perception of action which then does not materialise. Employees should also manage expectations so that, for example, difficult situations or adverse personal circumstances that affect productivity are not seen by management as deviant. Perceived breaches of the psychological contract can severely damage the relationship between employer and employee, leading to disengagement, reduced productivity and in some cases workplace deviance.

Part C Reflection of Journal Article Change is a process that happens within organisations globally, although at times change could be for the better, employees resist, remain fearful (Burnes, 2017) and not always readily embrace change. This could ultimately be perceived in a negative or positive manner. It all comes down to the Emotional Intelligence coupled with servant leadership as whether it will prove to be successful or not. The concept of servant leadership focuses on fulfilling the needs of the employees, it is a different type of leadership in comparison to other leadership styles, servant leadership is intended to inspire leaders into a more caring and serving leadership role rather than a controlling one (Greenleaf, 1998).

1. Introduction It is crucial for managers to understand what motivates employees because only then will they be able to meet their needs and demands. Employees will be more motivated and committed to the organization when their important needs are met and when these important needs are not met, their morale suffers and this weakens their motivation in the long run. Like all other companies, Microsoft does its bid to keep its staff motivated and the theories I found to be used by Microsoft to motivate its employees are Douglas McGregor’s Theory X and Theory Y, Abraham Maslow’s hierarchy of needs and McClelland’s theory of needs. 2.