1.) Emotional labor
Emotional labor is the process of regulating feelings and mien. It is most commonly exercised in professional settings when interacting with colleagues and peers. Emotional labor can become burdensome when an individual’s mien does not align with their true feelings. Coping mechanisms such as surface acting and deep acting have been developed to alleviate discomfort felt by emotional labor. The premise of surface acting is to suppress genuine emotion while forging an expression that is expected of you. In a volatile situation at the workplace, an employee will suppress their negative feelings and present positive tone and demeanor during surface acting to align with the professional setting. Surface acting produces high
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Behavioral leadership theory focuses on set actions and behavior patterns of an individual as indication of leadership. Behavior can be conditioned; this theory supports that leadership can be taught and learned over time. Situational leadership theory states that leaders adjust tactics, overall style and approach to the followers they want to influence. This model considers people who work at various levels of ability and willingness to perform tasks.
Various leadership issues arose during the origami frog exercise; I was the designated leader with no prior origami knowledge, therefore I found it difficult to teach my peers without basic knowledge of the skill. There was a time constraint to the task and I initially found it difficult to address the team when deciding an inclusive or hierarchical approach. Lastly, I found it difficult to maintain authority while promoting collaboration and lacking
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In this article, motivation is developed through seeking adventure, new ordeals create excitement which leads to motivation. Locke’s Goal-Setting Theory of motivation best relates to this concept. The theory states that setting arduous and specific goals produces motivation because individuals work harder to obtain a high level of achievement. When addressing how to stay motivated, the article mentions, “the feeling of being in just a little over my head” (2). Embarking on new adventures and completing difficult work projects may be overwhelming, however, it also presents opportunity for execution. This is a source of motivation for people who want to meet the goals and expectations that have been
A basic example of using surface acting to conform to feeling rules is receiving a gift that you did not want during Christmas and knowing
Situational leadership is a theory which was designed in 1969 by Paul Hersey and Ken Blanchard. The “contingency theories of leadership” states that a leader’s effectiveness is dependent on their behaviours in relation to different situational factors. Thus, situational leadership theory, relates to how a leader 's effectiveness is depend on their ability to adjust their leadership behaviour to the required level of the “followers” capability or if the situation is modified.
The third type of leadership style is described as situational leadership. Situational leaders assess the environment and the readiness of the employee before assigning a task (Giltinane, 2013, Grimm, 2010). Situational leaders provide direction and support based on the need at the time. Thus if an employee needs more direction than others, situational leader is able to identify the employees need and provide support accordingly. According to Giltinane (2013) situational leaders relationship with their subordinates and provide guidance and direction as needed.
The situational leadership theory states that leaders use different styles and strategies depending on the situation. There are two models that support this theory. The Fiedler’s Contingency Model of Leadership Effectiveness states that an “effective leadership occurs only when there is an ideal match between the leader’s style and the group’s work situation” (pg
A leadership theory is a clarification of some features of leadership; theories have practical importance as they are being used for better understanding, anticipating, and controlling successful leadership. Hence, the main principle of any theory is to inform practice(Lussier and Achua 2009). Leadership theories could be classified into eight main categories: Great man, trait, behavioral, contingency, Situational, Participative, Relationship , management (Cherry 2010).
The Trait Theory points out that there is a certain type of person making a good leader, with the decisive factor being: having or not having distinctive qualities of being a leader. Despite that, being an effective leader can still be a challenge. External and internal influences impact the effectiveness of the program and must be considered in order to succeed. Which leads us to the Behavioural Theory, thinking of what a good leader actually does. Kurt Lewin developed three leadership types, such as the autocratic leader who is a maker, someone who makes decisions without consultation with others.
In this theory leadership style changes as needed to ensure that the goal is achieved (Huber, 2014). Each situation may need to be addressed differently, which requires flexibility by all involved, especially leadership. Managers need to evaluate every individual to understand what they are capable of and how they fit the needs of the institution and or situation (Nash, 2015). As a nurse I think this is a very important trait for a leader to have because of how quickly things change and how we must work within our environment. For example, in healthcare we sometimes have to allow others to take control of a situation on to ensure the best possible outcome for each patient. In addition, the manager needs to ensure that each person works within the scope of their practice, functions at the highest level allowed and completes their tasks. To be a successful leader in healthcare and achieve desired outcomes requires a high level of flexibility by leadership. I would also say that the contingency theory would also fit into my leadership style. The basis premise of this theory is that each situation is different and leadership needs to take that into account when managing a situation (Huber, 2014). At times a leader needs to look at the bigger picture and incorporate that in their decision making process. When looking at a specific situation taking input from all parties involved can lead to a more effective solution. We can learn a lot form those around us and need to take that in account to be an effective
Locke believes that in order for goals to motivate individuals they should be involved in deciding the goals that they should achieve and that these goals should be difficult but acceptable. Difficult goals should be achieved through guidance, feedback and advice. This can be linked to job satisfaction, if goals are set at difficult yet achievable levels and attainment provides satisfaction and reinforcement for the attainment of subsequent goals. Goals which are either too simple or too difficult to achieve may not motivate individuals. If employees are not involved in the goals setting process they may not be motivated to strive to achieve these goals, this is why managers should take the time to set these goals with their employees. Appropriate advice and guidance must accompany goal achievement or this if not present may have a negative effect on the employee’s motivation.
Smith, T. (2008). "Leadership: theory and practice (4th ed.)." Engineering Management Journal. Rolla, MO American Society for Engineering Management. Retrieved July 20, 2011 from HighBeam Research: http://www.highbeam.com/doc/1P3-1480702701.html
There are different leadership theories developed throughout the history. Most popular ones are trait theories, behavioral theories, contingency theories, and leader-member exchange (LMX) theory. The author of the post will briefly discuss two theories, Fiedler contingency theory and Leader-Member Exchange (LMX), and compare and contrast their strengths and weakness.
Introduction Emotional Labor (EL) is defined “as managing emotions through surface or deep acting by following organizational display rules in return for a wage.” (Hochschild 1983). Task performance and strategy is increased through EL and it has impact on administration of service. Strategies displayed by frontline staffs in service roles may increase bad outcomes by activating negative idea like emotive dissonance and self-alienation.
Motivation is key in the workplace. It is developed from the collaboration of both conscious and unconscious principles such as the strength of desire or need, motivating force or reward estimation of the objective, and desires of the person and of his or her peers/co-workers. These elements are the reasons one has for carrying on a specific way. An illustration is an understudy that invests additional energy contemplating for a test since he or she needs a superior review in the class. The Inside and outside principles that animate want and vitality in individuals to be constantly intrigued and centered around their work, part or subject, or to try to achieve an objective.
We can divide the theories that deal with leadership in 3 chronological groups. First were the trait theories. Until the 1940's, research in the field of leadership was dominated by these theories. Second came the behavioral theories which were very influent until the late 1960's. Finally, contingency theories are the most modern theories about leadership.
Fiedler’s theory is a trait-based, leader-match theory, meaning that leader selection depends on that person’s compatibility to the situation (Kelly 200). The Vertical Dyad Linkage Theory model is based on the belief that “leaders and followers mutually influence each other’s behavior, and focuses on the dynamic interchange between leader and follower dyads” (Kelly 202). The Vroom-Yetton Contingency Theory is a behavior theory that mainly focuses on improving the effectiveness of leaders by encouraging their examination of situational characteristics (Kelly
The Situational Theories of leadership explain how leadership style must be tailored to the demands of the task and the qualities of subordinates.