To be an effective leader the person has to have skills and qualities in them. It is hard to quantify the value of interpersonal relationship but without this relationship the productivity can suffer a lot. The leader should be able to create a good employee relationship which ultimately helps to create an enjoyable work environment. If the employee feels threat of communicating what they want to communicate then their behavior will be defensive. Employees use these mechanisms by not providing response on their assigned task and ignore the leader.
Even though followers or subordinates must be treated fairly no two people are alike, thus, it is important that a leader be equipped with the ability to deal not only with the group dynamic, but with individual personalities. Different people have a different hierarchy of needs and, therefore, need to be managed diffidently, if they are to reach their potential. For example, persons in high “nAch” may require more frequent performance feedback (Gibson, Ivancevich, Donnelly & Konopaske, 2009). Therefore, in order for any leader to be successful it is necessary that he understand the different theories. This will allow the leader to apply the appropriate leadership style depending on the situation, the people, and the internal and external forces that the leader and the organization may be facing.
In this, project managers try to think about reducing diversity and not to think about the advantages due to diversity. They try to make an environment where homogenous work culture is present or train the employees to an environment where priority employees belong single culture. This makes culture differences to have lesser impact on the organisation as it tries to minimize the differences. c) Manage cultural differences: In this strategy, project managers try to find both pros and cons due to cultural diversity. They try to always utilize the advantages and manage the disadvantages.
5“Decisiveness: there times when tough decisions must be made. This process requires firmness, authority and finality that will not please everyone. They also know when not to act unilaterally but instead foster collaborative decision making [Economy, P. (2014)].” 6Accountability: is taking on responsibility for everyone 's performance, including their own. It also includes acknowledging team members responsible in success, not taking the credit as the lead. 7Transparency: This trait helps eliminate the surprise factor employees want a stable environment, they want to be a part of a culture that puts forth the truth.
Influential The above two characteristics are not enough to convince other people of your leadership qualities or guarantee they trust your vision. You need to be able to use your influence to get people on board. Influential people can succeed in achieving objectives because they make it easy for others to trust and listen to them. If you can’t get others to buy into your plan, you won’t be able to achieve it. The ability to influence is especially important for strategic leaders because they are often implementing strategies others might not find as easy to follow.
By dividing this type into sub parts, we’ll come to know this better like Thinking, and Feeling (individual). Even for thinkers it’s hard to get along with other people because they are more looking into the decisions or discover the truth by healthy debate without considering the emotional factor. Along with this, according to some sources, sometimes the people who are good thinker and technical ability getting fire from their jobs due to their inability to change their behavior. This certifies that to become more productive member of the team, they should have some kind feelings, and respect the other perspective. On the other hand, the people who are more towards the feeling prospective, not indulging with the argue and trying to solve the issue in more collaborative & flexible way.
Possible Areas of Conflict Between the Human Resources Functions A business can get a lot of conflict between the human resource functions, which are human resource planning, recruitment and selection, training and development and performance management. Safeway need to avoid as much conflict as possible, however this is not always easy, because they need to think of other functions for example; the recruitment and selection programme may be recruiting people that don't have the relevant skills. The training and developing team will not be happy in the way that they have recruited and selected these people because they will have to train them of things they should already know which is frustrating. If this occurred in Safeway this will be very time consuming and lead to many problems. Problems will occur because they have all of these new staff waiting to be trained but they don't know what to do.
Conflict has more to do with personal styles than the actual problem. Team leaders bring together certain people who possess the necessary aptitude to solve a particular problem but do not take in consideration the problem-solving styles, or cognitive styles, of the individuals involved. (Falcioni, 2007) When management selects individuals for a team, the emphasis should be placed on what each member brings to the team. An example, if a member displays talent in a given area, but has the attitude of “Get out of the way, or get run over,” the team should be balanced with an individual who is less aggressive. He/she should possess a control factor, which will not allow the value of a “team” to diminish.
In contrast, many practitioners may not want to take on the roles of a leader. Jones and Pound (2006) suggest many practitioners have assumed the role rather than applied for it. Often these changes can cause many problems to those who try to resist it due to not wanting extra work or even because they simply do not understand the new job role. Leaders can overcome this by ensuring all practitioners are treated equally and all ideas are considered (Pound and Jones 2008). Wall (2006) embraces Lumsden’s (2005) notion suggesting that a collaboration between professionals is essential to share expertise, information and skills.
Without a level of trust, members tend to hold back or doubt information shared within the team. To solve this problem, they must build and increase level of trust and automatically they will support each other during do any work. Next, self-centeredness. Selfishness, or caring more our one’s self than for other, actually damages the interests of everyone in a team. A team should function as a group working toward a common interest, but selfishness causes the team to splinter, as each individual strives toward what he sees as his interest.