As I may have struggled with this at first I learned the behavior of my employees and learned each person individually. Once I understood who worked for me I started to inspire them to do great things with the job that had at hand and ... ... middle of paper ... ... be controlled by a manager as long as you take the steps to measure it. In conclusion you learn that leadership and management are to separate identities that work very close with each other. Leadership is the ability to lead and management is the ability to control. When you are faced with being a manager for an organization you have to use certain steps to properly fulfill your job as a manager.
Part of that is wanting the outcome to be excellent, the other part is concern about imposing on the individual’s time. I deal with this by being clear about the goals and expectations of the task; setting criteria but leaving enough freedom for the individual to be creative and find some satisfaction in the task. Philosophy of Leadership Purposeful Leadership Purposeful leaders are inspired by a clear and shared vision, motivated by a desire to improve conditions, and driven by commitment and integrity. Purposeful leadership is lived, not just performed as a job function. Achieving organizational goals is the motivation rather than personal advancement and intrinsic rewards are more motivating to a purposeful leader than external rewards (Yukl, 2013, p. 311).
These ensure that the trust attained is sustainable and the levels of knowledge improve with the demands of new management and leadership concepts. The differences between leadership and management revolve around the manner in which they complete each other in the achievement of organizational goals.
Effective project managers may not be successful leaders. Though, in the many fields, there is an expectation for project managers to be leaders. Successful project managers are those that apply their creative and innovative skills to develop leadership skills within themselves that will supplement their project management abilities (Kumar, 2009). The major difference between project management and leadership are that: - Project Managers administer, whereas Leaders innovate o Project managers ensure the team has the require tools to be product. They focus on following and implementing processes.
As the name might imply, task-oriented leadership is more about creating tasks, setting deadlines, and making sure that the task is performed. Even though this leadership style is effective, it can become dehumanizing, therefore people-oriented leadership compliments task-oriented leadership well. People-oriented leaders will listen to employees on their opinions about how a task can become more effective, how to make the work environment more friendly, and in return will try to implement solutions to the employees concerns. This can help a company because it makes the employees feel important and allows employees to be recognized for their good work and ideas. When one combines the transformational and managerial leadership, this is known as path-goal leadership theory.
What the skills and abilities that you are looking for in a manager. During an interview you should ask open ended questions and know what you want to hear and watch to see if the person being interviewed answers honestly or if they are telling you what they think the right answer may be. It is good to ask about a person 's past as this will help to predict their future behavior. Such as asking an applicant to give you specific examples of how they are organized or how exactly they would handle a specific situation. You can tell if they are being truthful if they can describe a topic thoroughly and not use too broad a
Innovation, Creativity and Motivation A manager may encounter a situation where an employee may raise a concern with another department, such customer service, within the firm. An effective manager will recognize and encourage creativity in an employee (Katz, 1974). Creativity involves the ability to generate original ideas or new ways of seeing existing procedures. Many managers face the challenge of motivating employees and are constantly seeking ways to encourage commitment from employees. In this case, the employees ideas should be listened to, and if found to be relevant, applied to the solution of the problem.
Introduction 1. The skills and characteristics of the General Manager that you require “Leadership might be interpreted in simple term, such as getting others to follow or getting people to do things willingly or interpreted more specifically” (J.Mullins, 2007). “The ability of a company's management to make sound decisions and inspire others to perform well. Effective leaders are able to set and achieve challenging goals, to take swift and decisive action even in difficult situations, to outperform their competition, to take calculated risks and to persevere in the face of failure. Strong communication skills, self-confidence, the ability to manage others and a willingness to embrace change also characterize good leaders” (investopedia,
The method we use to motivate each employee must be tailored to the individual employee. We must offer them something they value as an incentive to work towards a goal. One size does not fit all when it comes to motivation. Motivation should be built into the performance management system where supervisors will have the opportunity to communicate and motivate staff on their performances. Supervisors may adopt the following ways to motivate their staff: * Discuss with staff from time to time especially at the beginning of the appraisal period and during performance review meetings, what their work goals and targets are and how they should be accomplished.
By separating these subordinates into these categories, the leader can create an in-group and an out-group. Much like those commonly associated with Social Psychology, these are created with the intention of having the in-group aligned with the leader and the out-group kept at a distance. Those in the in-group are expected to go above and beyond their normally assigned duties and both express an interest... ... middle of paper ... ... Cable, D.A. (2008). Employee resistance to organizational change: Managerial influence tactics and leader- member exchange.