“Pausing for reflection allows the space to separate logic and emotions; it allows us to understand all of the contributing factors and dynamics and to separate the personal from the systemic” (Young, Boulton, & Liddell, 2016, p.42). As a reflective leader, I can challenge my assumptions, asks relevant questions and endeavor to make sense of my experiences. Being an effective leader is of paramount importance to me. As an effective leader, I can reflect to improve, effect change for the betterment of an organization, and hold integrity as the mantra of my leadership style. The use of structured reflection is central to sustain and enhance professional and personal effectiveness.
The adaptive leadership model was designed to assist organizations and individuals in dealing with consequential changes in uncertain times, when no clear answers are forthcoming. Adaptive leaders identify and deal with systemic change, using techniques that confront the status quo and identify adaptive and technical challenges (Adaptive Leadership, n.d.). There are many strengths associated to this form of leadership style. Adaptive leadership takes a process approach to the study of leadership in which it underscores that leadership is not a trait or characteristic of the leader, but rather a complex interactional event that occurs between leaders and followers in different situations. The second strength of this leadership style is that
A leader needs to adapt to situations and use techniques that are inclusive in order to avoid conflict and aids decision-making. Building relationships, considering others feelings and celebrating their successes with them can maintain strong leadership. By encouraging my team to participate in the decision making process I empower them, which inspires job satisfaction this reduces conflict, poor time keeping and absenteeism. I need to be able to help my staff team understand the need for change and I do this by being clear about my aims and objectives, the actions required and the part they need to play. Sometimes I need to take control especially where health and safety is concerned, these policies and procedures me adhered to at all times.
Leaders are often depicted as resolute, visionary, motivational, intent on reminding followers to get with the program or get off the team. And we 've all heard that it 's lonely at the top. No question that leaders may be called on to make difficult decisions and to demand compliance with those decisions. To fail to do so would, at times, be an unforgivable dereliction of duty. Servant-leadership, which may incorporate similar traits and approaches, operates from the perspective of leading for the best interest of the people or organization being led.
To get the effectiveness of in attaining its goals with regard of ethics in workplace, McMahone (2012) emphasizes the need to have an evaluation techniques for level of effectiveness. Wright (2013) highlights that it is necessary to have leaders to act as roles models to guide their followers. But that is easier to be said than done it might be a real challenge in reality. It is needed to give leaders tools and techniques to guide with the complex challenge of ethics. Therefore, it is not for just taking courses about ethics, it requires continuum learning and development to reinforce skills and ethical
The roles of both coach and mentor are to ask the right questions in order to help the coachee/mentee to find the best solution. Both roles aim to promote greater self-awareness and more informed decision making. Mentoring and coaching offer significant benefits both directly and indirectly, to an organisation aiming for excellence by developing potential and abilities allowing for growth in knowledge and experience (Thomas 1995). Mentoring and coaching can increase productivity, recruitment, staff retention, succession planning, leadership development and increased motivation within the
Therefore, it is important to learn how to properly react to distressing factors and decrease their impact. The way that a person handles the challenges exposed to them depends on their cognitive ability and emotional intelligence. The embodiment of leadership is one of the most valuable approaches that every leader ought to learn. This is because embodiment leadership helps leaders develop their emotional intelligence that reduces the impact of stress. An individual's ability to recognize and control emotions is a measure of emotional intelligence (Wenger & Snyder,
The sponsor provides the mentoree influential networks, links them to valuable resources, provides career guidance and development, and is the mentoree’s advocate to the organization. These things develop the mentoree and can accelerate their leadership formation. Organizations should always be looking for potential leaders and providing Sponsor mentors for retention and organizational improvement. In summary, “Sponsorship is a relational process in which a mentor having credibility and positional or spiritual authority within an organization or network relates to a mentoree not having those resources so as to enable development of the mentoree and the mentoree’s influence in the organization.” (Stanley and Clinton 124) Finally, the last type of mentoring is passive and is called Model mentoring. The model mentor can either be contemporary (currently living) or historical (ceased).
In fact, Zaccaro, Wood and Herman (2006) argue, the leadership traits also determine the ability of the leader to acquire new attributes and skills that might expand the leader’s skill set and thus increase his or her effectiveness in a diverse array of settings. In this way, leadership traits can determine the effectiveness of training and development opportunities offered to the leader by the organization. At the same time, cognitive capacities and motive for self-actualization can make the leader more effective at learning from experience and thus adopting more effective leadership skills to employ in different types of settings. Luria and Berson (2012) describe the impact of leader motives on leader performance. Their study is focused on a military context, but the findings may prove relevant to organizational leadership as well.
According to LCT, followers use implicit beliefs, appropriate leadership behaviour and actions, to assess leaders. As such, peers perceive leaders as more effective when they exhibit stronger crisis leadership qualities and thus, improves PLE. Similarly, for H1b, with stronger crisis leadership qualities, leaders will have the necessary emotional and managerial competencies to achieve desirable outcomes and hence, improves ALE. For H1c, Leaders with high ALE will exhibit competencies and skills to achieve desirable goals which make peers perceive them as effective leaders, and increases PLE. Koh proposed the hybrid learning pedagogy to raise awareness and develop crisis leadership qualities.
Feedback is very important to leadership growth and for change to take place. I will ask what can we learn, when things don’t go as expected. Then communicate to the team to maintain a positive climate and learn from any mistakes. 3. I will give members of the team appreciation and support for their contributions.