1. Leader-Member Exchange Model helps leaders and mangers to get the best from their management team members. The model describes how all relationships between managers and subordinates should consist of three different stages. The first stage involves “Role-Taking,” then “Role-Making,” and finally, “Routinization.” “Role-Taking” happens when team members first join the group. Managers use this time to assess new members’ skills and abilities. For example, when I work as a Supervisor at Verizon Wireless Amphitheater, I would help assess the new hires as well as current employees to see where they are succeeding.
“Role-Making” occurs when new team members begin to work on projects and tasks as part of the team. In this stage, managers generally expect that new team members will work hard, be loyal and prove trustworthy as they get used to their new role. The theory says that, during this stage, managers sort new team members into one of two groups, the in-group or out-group. The in-group consists of people of the team members that the manager trusts the most. The out-group are members of the group who the manager dislikes. For instance, when I work as a Supervisor at Verizon Wireless Amphitheater, I would divide the new hires and place them into existing work groups with current employees to help accomplish our goal of servicing our V.I.P. guests.
During “routinization”, the last phase, routines between team members and their managers are established. In-group team members work hard to maintain the good opinion of their managers, by showing trust, respect, empathy, patience, and persistence. Out-group members may start to dislike or distrust their managers. Because it's so hard to move out of the Out-Group once the perception h...
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...’s entire strategy for leading. For instance, I agree that it is very important to start with a vision for your team. Otherwise, your team will be lost and confused on what direction to go.
I can use Pinkel’s Leadership model to make myself leader by creating a team atmosphere by showing everyone on the team is important and cared for. Additionally, teaching the members what is expected from them to continue being part of the team. If I am in a leadership position, I will also evaluate my subordinates in order for them to improve and become even better team members. Another important part of this will be criticizing them and telling them some steps that they can take to become better members. I will make sure to know as much as I can on what is going on around me therefore I can change my leadership style to best fit the current situation that we are experiencing.
The first stage of team building is called the forming stage. “ The team meets for the first time and learns about the opportunity and challenges, and then they agree on goals and begin to tackle tasks. Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives of the team (Wikipedia).
Before I can take the responsible for my leadership style and capabilities I believe that you have to look at your past in order to determine how you got to where you are at. I am a firm believer that you are a product of your environment. I contribute
Enable Others to Act – leaders actively engage individuals and make an effort to generate an ambience of trust and self-esteem.
Leadership is not a role which should be readily appointed to someone nor can it be successfully thrust upon the shoulders of just any individual. It is a characteristic that is acquired, developed and honed through a varying multitude of life experiences and lessons learned. This includes personal and professional experiences, forethought and vision and the ability to aptly conceptualize and value the necessary ingredients of positive leadership.
Leaders will often separate in-group and out-group members based on similarities of the group member and the leader. Other characteristics that can play into it are age, gender, or even a member’s personality. A member can be granted in-group status if the leader thinks the member is competent and is going above and beyond to perform the job functions. As mentioned the two groups that members can fall into are in-group and out-group. In-group members are those that share similarities with the leader. Those similarities can be personality, work ethic, common interests, or even alma maters. In-group members often go above and beyond their job description and the leader does more for these members. In-group members will have their opinions and work ideas looked at in higher regard than out-group members. In-group members typically have higher job satisfaction within the group and are less likely to experience turnover. In-group members are often promoted within the organization f...
“In order to be a good leader, there are two things to remember. Lead from the Front and always set the Example. From these two leadership principles, everything else will fall into place.”
To inspire and influence others, a leader must possess many skills and abilities. As motivational speaker Peter Northouse, states, “a leader should be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant” (Northouse, 2013) Moving an entire group of individuals toward a singular goal is a considerable undertaking. Without effective communication skills and a clear vision of what needs to be accomplished, one will feel like they are trying to herd cats rather than leading.
In the first phase, forming, quite simply, is forming a new team. A group of individuals are to form a team. The text, Organizational Behavior, 9th Edition, states that a primary concern is the initial entry of members to a team. This stage may be uncomfortable to some. For instance, at the University of Phoenix (UoP) learning teams are formed in the beginning of each class. Most learning teams are formed when students first begin taking classes at UoP and are, for the most part, maintained throughout the students' time at the school. During that first class period it may be uncomfortable for a group of strangers to begin talking and forming a team. The text says that during this stage individuals ask a number of questions such as, ?What can the group do for me?? ?What will I be asked to contribute?? ?Can my needs be met??? (p. 268, ¶ 2) Individuals are getting to know each other and trying to determine where they fit best. Once the team is formed, the next step the team will encounter is storming. The storming stage begins when the team is presented with tasks.
108). Elements of this theory include the direction given on tasks by the leader, the support provided by the leader, and the readiness of those tasked to take on responsibilities which works as a leveling mechanism. As the subordinate’s responsibility and ownership increases the leader’s support and direction will decrease. If the opposite occurs then the leveling is reversed. When the leader’s direction and support are high they are considered telling leaders. When the transition to subordinate responsibility is made the leader becomes for of a selling leader. This concept is important because its holds the leader responsible for adapting their leadership style to the development of the subordinates. There are times when leaders are looking for subordinates to take ownership or responsibility and reversing the roles enables the leaders to understand the importance of accountability and
The Leader-Member Exchange (LMX) Theory is unique as it was not leader focused, nor was it follower focused. This theory a different approach, as Northouse (2013) stated, the "Leader–member exchange (LMX) theory takes still another approach and conceptualizes leadership as a process that is centered on the interactions between leaders and followers." (p. 161). The theory acknowledges that a leader may will have different relationships with each follower and that it may effect how the leader supports, rewards and interacts with that person. The followers are considered in the 'in-group ' or in the 'out-group ', which is determined by their perspective at work and how they perform, which modifies the kind
The leadership is a privilege and it is such a privilege and an honor which will carry the tremendous responsibility which will inspire others to direct them to accomplish goals and vision of the organization. Leadership is about influencing the people, by producing direction, purpose and motivating in order to accomplish the mission, vision and improving the organization. The leadership philosophy is evolved based on the experiences, both positive and negative, in most of the initiatives and activities that we undertake. It is also one among the collaboration and teamwork within which the team members can utilize each other’s strengths to counter the weaknesses of the individuals. By observing, introspecting and experimenting we can developed a leadership paradigm which is inclusive, collaborative and proactive. We can develop the ability to recognize which will approach in order to reach the productive conclusion. The great leaders know their limitations and are capable at utilize their strengths and also the strengths of others to compensate.
In Leading and Leadership, Clark (2014) discusses about establishing and attaining goals as a leader and being able to gain trust from followers. Having a perspicuous vision and being able to recognize and communicate it is very important. A vigorous vision can generate and drive teams and organizations to move forward. As Clark (2014) says, “A vision necessitates people to reach for any obtainable change, grow and improve.”
The leadership challenge is all about how leaders mobilize others to make great things happen in an organization (Kouzes &Posner, 2012). It is based off the leader’s practices and how they work together as a team to innovate, challenge and reward others in any given situation. It’s about getting others to follow the leader and tag along on the leadership journey. There are five practices that Kouzes and Posner discuss in the book and they are as follows: model the way, inspire a shared vision, challenge the process, enable others to act, and encouraging the heart. These five practices are what happens when leaders engage with their team and great things happen (Kouzes & Posner, 2012). A leader is known for what they do within an organization.
Recommendation #1: In chapter 8 on pages 225 and 226 we learned about Interpersonal Relations. Within interpersonal relations there is Workplace Incivility, which is rudeness, lack of regard for one another, and the violation of workplace norms for mutual respect. With the arrival of new personnel the current status and balance of power is subject to a reshuffle and existing members feel threatened. The relationships among groups and team members are often influences on how employees react to other stressors. A Team Leader or Manger must monitor all employees when a new edition becomes part of the team. It is the job of the leader/manger to ensure employees achieve personal and organizational goals, maintain open lines of communications, and discourage any form of office politics. Any incivility that negatively impacts individual and organizational performance must be identified and dealt with as to stop any further incidents. The leader/manager must exercise team empowerment assuring all members perceive themselves and others as being competent and able to accomplish work-related goals and experience a sense of importance. An effective team with open lines of communications and clear goals will not feel threatened by any additions to this team. Group and Team building sessions should be utilized quarterly to build a stronger
As a leader it is important to have a vision and a goal, but it is even more crucial to have followers who trust in your vision and goals. Trust is developed by displaying positive energy and attitude. Having a goal and a vision helps an organization move into the future. Without a goal or a vision an organization is going nowhere. It is bound to fail. The six steps of goal setting are vision, goals, objective, tasks, timeliness, and follow-up. Creating a mental picture of how the organization will look like in the future is the vision. When an organization has a vision, it is looking for change, growth, and improvement for the future. This vision of the future is challenging the present processes at an organization. This challenge is the first step in the process of great leadership. Leadership starts with a vision. Even Thomas Edison had a vision, a theory that gave us the light bulb. When setting goals, it is important to make sure that they are realistic, attainable, improving the organization, and having as many people involved as possible. Goal difficulty, goal spe...