It is important to find the right balance between listening and doing. Application of transformational leadership to motivate and empower staff Transformational leadership is an appropriate leadership style to motivate and empower staff as it encompasses charisma, inspiring employees, challenging employees and allowing employees to achieve their long-term goals in a personalised manner. It is one of the most inspiring leadership styles. These leaders facilitate conversations between major stakeholders of the organisation. Should any problems arise in an organisation with transformational leadership, I believe that it will be dealt with swiftly and in a manner beneficial to everyone.
When building a successful organization, the focus is on the employee - and not just to make that employee good, but to make that employee great. Employees will be motivated by one another and by all levels of management with rewards and recognition for those who go above and beyond. The satisfaction and pride the employee will have can inspire other employees to not only succeed in their own personal goals, but of those of the organization. By establishing graded customer service goals combined with financial benchmarks, members of the company will have a true sense that the organization is working for their benefit. Combining all of these directives as the foundation of the managerial plan, one can truly understand why great performance will be delivered.
Equally important is that they genuinely want—and are able to—take ownership of challenges and find solutions. Employee engagement has an integral element based upon connect between the vision of an organization and the employees working there. Successful companies strive on their vision to create a healthy organizational culture, enabling them to continuously innovate and generate maximum efficiency from their employees. As said by noted speaker Simon Sinek, “Employees who have a strong attachment to their company vision, have much greater propensity to work harder and inclination towards the growth of the company”. For e.g.
Having a vision provides empowerment, and most of all I believe it provides a useful change within a business or organization. Peter Drucker famously stated that "management is doing things right; leadership is doing the right things." Great leaders possess dazzling social intelligence, a zest for change, and above all, vision that allows them to set their sights on... ... middle of paper ... ...strong knowledge base and also believe in what their leading. Competence (or competency) is the ability of an individual to do a job properly. Leadership competencies such as managing change, risk taking, innovating, and even enhancing business skills all give support in great leadership.
Importantly, great openness is encouraged in the directive leadership styles. This implies that workers become open with major ideas that can be used to implement change in the entire company. In other words, leadership can be used to improve work performance through a selection of the right individuals. This involves in terms of determining an individual personality that contribute a great advantage to their well-being of the institution (Isaksen, Kaufmann, & Bakken, 2014). An individual character determines their ability to perform have a positive thinking.
It not only adds up to the individual competency but also is in the larger benefit of the organization. It is essential to tap the facets of employee’s wellbeing categorized as: the being and belongingness as the perception of future. This end goal of happier employees adds up to the common goal of intent and future vision of every organization. So, when people respond to the largest used greeting “How are you?, by saying I am well, Thank you”, they all should semantically mean it. Hence, it could be clearly opined that there are enough evidences on importance of goodness quotient and how one shall consider it as a prime factor of assessment at workplaces.
When workers build connections this helps the business achieve result that have positive outcomes (Hollander, n.d.). When inclusion is used, a surrounding of impartiality inside and out the organization will be shaped. Inclusive leadership builds relationships, but competition respected also. In particular, it esteems collaboration and opposition as significant amounts of movement. The governed brings about commitment and compliance in an organization.
Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at the differences between retention and turnover, why employees stay, reasons why they leave, and what can be done to save them. We will also examine some external factors that will make employee retention and turnover reduction highest priorities for human resource professionals. Basically, employee retention is measured by an employee's longevity with a company, and is the desired outcome of a company hiring workers it wants and needs. Many organizations find it more productive and profitable to redirect resources formerly allocated to recruiting, hiring, orienting, and training of new employees and use them instead toward employee retention programs.
If managers are to increase productivity, reduce costs, and improve their organization's competitive advantage, they must focus on how to properly manage personnel. Creating effective motivation and leadership, recruiting and retaining the right personnel, rewarding and treating employees fairly, establishing an environment that supports the people and benefits the organization, the Resource Manager looks towards a future with exciting challenges and opportunities for managing an organization's most valuable resource - its people. References Ivancevich, John M Human resource management 10thedition Boston: Mcgraw Hill/Irwin 2007
Genuinely thank employees for their contributions. In Closing The level of engagement determines whether people are productive and stay with the organization--or move to the competition. Research highlights that the employee connection to the organizational strategy and goals, acknowledgment for work well done, and a culture of learning and development foster high levels of engagement. Without a workplace environment for employee engagement, turnover will increase and efficiency will decline, leading to low customer loyalty and decreased stakeholder value. Ultimately, because the cost of poor employee engagement will be detrimental to organizational success, it is vital for HR to foster positive, effective people managers along with workplace policies and practices that focus on employee well-being, health and work/life balance.