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Reply to ABWI 1
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After reviewing my results, I prefer to be a participative because with this model of a highly receptive leader in mind, members of the actor school emphasize the use of management education to convert executives to a participative style. Because of their influence, thousands of managers have been exposed to company and university programs stressing both the humane and the productive aspects of participative leadership. These programs, however, have varied in their brand of participative leadership—some have focused on team decision making; others have placed emphasis on joint goal setting; and still others have taught listening skills for two-way communication. (How to find out your leadership style 2011)
The Affiliative Style or “People come first” approach creates harmony and builds emotional bonds and is used by leaders strong in empathy, communication and building relationships. This style works best to motivate people. The Democratic Style or “ What do you think?” approach forges consensus through participation and is used by leaders with strong collaboration, team leadership and communication skills. It works best to build consensus or to get input from valuable employees. The Pacesetting Style or “Do as I do, now” sets high standards for performance and is used to get quick results from a highly motivated and competent team. (Driscoll 2011)
These results are like these three styles because they have to do with team work (Driscoll 2011)
Part two
Allowing the team to assist in the decision-making process, to give input and to share ideas, increases the team’s involvement. When the leader says to the team “I trust you to help me work on this problem and reach a solution” those being entrusted by the leader feel empowered. They feel that their skills are being acknowledged and their opinions are being valued. The team members feel they add worth to the company when the leader is asking for input and listening to suggestions. (Chris 2015)
Along with this, participative leadership lends a multitude of solutions and ideas to problems and other questions that come up in a company or organization. Having a team of people considering options for how to handle marketing a new product, for instance, lends itself to several ideas that might not have been on the table at all had the leader been the one to think of ideas and make the final decision with no additional input. (Chris 2015)
Participative leadership doesn’t always work in situations where the team members don’t have access to the end-goals or when they lack the skills needed to create solutions to specific problems. This might be true if the leader is in a position that has required very specific training the rest of the team has not been privy to, or when the leader needs to use classified information that can’t be shared with the team to make a decision. (Chris 2015)
Reply to NIBL 1
Upon completing the the leadership style assessment it was determined that my leadership style is evenly split between Transformational,Participative and Laisses faire.In order for me to succeed in the 21st Century as a leader, i will need to develop in depth emotional intelligence, to have more self awareness, self regulating, motivation, empathy and social skill. My assessment tells me I am half way there, but more focus and development on those skills would help. Along with development of those skills , knowing when to use those leadership styles to achieve effective results with my team. While participative and Transformational leadership has its pros, it also has its cons. I will need to become more Global and culturally focus, as the business environment expands globally to prepare as a 21st century leader.
Part 2
Currently my style works best in a group consensus and participative team environment. By including the team, in decision making the team builds trust with one another and willingness to share ideas. however the down fall is that sometimes the decision making process can be slowed if waiting for all members to provide feedback. In some cases a decision is needed quickly and that is when a leader needs to lead. My assessment shows that my style tends to lean towards team involvement, however if the situation arises where a quick decision needs to be made then i will adapt quickly to a new leadership style.
Reply to JERU 2
Since the new manager in the shipping and logistics department will be working with an Internet-based product line that requires knowledge of international shipping, they should be familiar with evolving external market trends such as economic realignment in the developed world brought about by the Digital Age; technological change and innovations that can improve efficiencies in product and order fulfillment, packaging, and delivery processes; sustainability issues and the concept of corporate responsibility; and they should have a strong grasp of regional and country-specific shipping rules and regulations (Oxford Economics, n.d.). As a manager, they will need to focus on the technical aspects of building an efficient process, address the issues in the packaging department, and empower those in the order fulfillment area to innovate in order to improve and evolve operations within the shipping and logistics department (Kruschwitz, 2016).
To achieve this goal, the 21st century manager will also need to effectively allocate resources; engage in two-way communication and collaborate with other managers and their staff; motivate employees, advise and facilitate, rather than direct; foster a culture of innovation; and work to build partnerships and coalitions (McCrimmon, n.d.). Additionally, they will need to think strategically within the global context, focus on functionality and affordability, build domestic and international relationships, understand cultural differences, and embrace their integrity and values (Brush, n.d.).
While 21st century managers work to carry out existing goals, the role of 21st century leaders is to promote change by advocacy or example in order to influence future vision and move companies in new directions (McCrimmon, 2010). It is important to note that successful leaders must be adept at influencing, which requires focusing on both relationships and results to sway others and to shape outcomes (Graves, n.d.). Using this paradigm, leaders hand off to managers to implement, while they continue to evolve and iterate change. Building on these concepts, it is clear that leaders and managers have a symbiotic relationship and their unique roles are essential to the success of any organization. Both can possess similar characteristics and utilize similar styles to accomplish their respective objectives, which include making and executing decisions for managers and using influence to bring about change for leaders.
Reply to JOLO 2
The vision of the company is to have a straight-line team process with all managers having equal decision making authority within the team. Currently, the fulfillment department is working smoothly, while the packing department needs assistance. The new manager must have the experience of being operational and facilitating individuals’ needs, all the while maintaining the company’s goals and objectives in mind and ensure that every employee is working towards the common goal. Even though the new manager must have the experience of being operational, the new manager must be a strategic leader. As a team leader, the new manager must understand the different types of the leadership styles; in this situation, he/she will be the facilitator type because he/she will have to constantly communicate to reach an agreement (Johannsen, 2014).
A new employee who is hired during the process must have an open mind, be loyal, have the maturity level, be able to share his/her ideas with higher ranking individuals and be able to convey the message tactfully.
The characteristics of a new manager have similarities with those of the leader. First, a manager can be a leader within the small group, therefore a manager in the 21st century must be adaptable to either role. However, more defined details can be provided for the similarity between a manager and leader. As said in his video, Mr. Jesper Sorenson alluded to leaders and managers; leaders have to think strategically versus managers think about daily operations (Kruschwitz 2016). Also, managers must be knowledgeable on the business because more often, employees will know more that the management (Mcrimmon, N.D.). Additionally, managers should be more aligned to achieve the company’s goals and objectives. Leaders must focus on strategic and create a conducive atmosphere for all subordinates to feel welcomed. More so, a leader has characteristics to develop and empower her/his subordinates. Along with many other characteristics, a leader becomes a focal point for a company, whereas, a manager is focal point, but only to her/his shift. Overall, a leader and manager must share the same common goals and objectives for the company. By working together, the manager and leader must facilitate any task between two departments.
