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Effects of nonverbal communication
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Based on the case study, Eileen who is an instructor in an interpersonal skills workshop seems to be bothered by one of the workshop participant’s (Geoffrey’s) behavior. As per Eileen, although, Geoffrey as a manager is technically competent, he seems unable to keep his staff team together for more than three months at a time. If it appears that Geoffrey, in fact, is only technically competent, he cannot be considered as a competent leader. Although the functional and technical domain are necessary competency for being a competent leader, those alone are not sufficient. Along with functional and technical competencies, a skilled leader must also possess Individual (self-development and self-understanding), interpersonal, and organizational …show more content…
As a manager, Geoffrey must create a work environment which engages, inspires, motivates, and excites employees. 57. In his article titled “What Is Employee Engagement”, Kevin Kruse proposes that engaged employees don’t work for just a paycheck, but they actually care about their work and their company. It is the engaged employees that lead to better business outcomes. Engaged employees lead to higher levels of profit, higher customer satisfaction, increased sales, higher productivity, and higher …show more content…
She should listen to Geoffrey’s concerns with full receptivity (Attunement) and understand his feelings, thoughts, and intentions. She should feel with Geoffrey and sense his nonverbal emotional signals. 384. Eileen could also suggest Geoffrey to look for personal development coaching in which upper-level executives would assist him in improving performance by shaping attitudes and behavior and focusing on personal skills development. 14. Alternative interpretation of the scenario: Eileen who is an instructor in an interpersonal skills workshop, has a manager named Geoffrey as a participant, who troubles her. Eileen feels Geoffrey as technically competent but unable to keep his team together for more than three months. At times, she notices him taking out a newspaper and reading while she is speaking and other times, he lounges in his chair with a bored
Along with providing staff a degree of flexibility and independence in their daily assignments, Wade likewise sets expectations, deadlines and goals. Furthermore, Wade works with each staff member, helping them improve their individual skills while attaining the Division’s goals. When necessary, he expends additional time mentoring staff, helping them overcome obstacles. Even though he may feel exasperated at times by the lack of progress in an employee, he does not shy away from the challenge of helping the employee reach their
The goal in this case is to be a conscientious leader. An evaluation was done to determine the strengths and weaknesses of an individual regarding their ability to communicate in a leadership capacity. The areas reviewed were:
Boston, MA: Pearson Sivarethinamohan, R. R., & Aranganathan, P. P. (2011). Determinants of employee engagement
Jerad Davies is the leader of Learning Team C for Organizational Leadership. Lena Moore, Michael Paulley, Nicole Presser, and Paul Frisbee also exist as members of Learning Team C. All members of Learning Team C have taken a DISC behavioral assessment. Jerad Davies processes a dominance style, with sub-style of a producer (Alessandra, The DISC Platinum Rule Behavioral Style Assessment for Jerad Davies, 1996-2010). Paul Frisbee also has a dominant style, and a sub-style of producer (Alessandra, The DISC Platinum Rule Behavioral Style Assessment for Paul Frisbee, 1996-2010). Lena Moore possesses a predominantly cautious style, with the sub-style of the perfecter (Alessandra, The DISC Platinum Rule Behavioral Style Assessment for Lena Moore, 1996-2010). Nicole Presser has a predominantly interactive style, with the sub-style of the impresser (Alessandra, The DISC Platinum Rule Behavioral Style Assessment for Nicole Presser, 1996-2010). Michael Pau...
The idea of what makes an individual a good leader; a manager or a worker is generally based on what are his/her perceived strengths. In Clifton and Nelson (2010) book “Soar With Your Strengths”, the reader is encouraged to focus on their strengths rather than their weakness to excel in school, in business, or in the workplace (p.19). In an organizational leadership role, management must understand the strengths and weakness of their subordinates. Successful organizations identify and improve upon their strengths. Simultaneously, effective leadership also acknowledges the existence of weakness while effectively isolating it. More often than not, unsuccessful organizations fail to achieve success because they focus on their faults rather than their strong suits.
Over the course of the module many varying Leadership theories have been discussed. An in depth look in to theories such as Emotional Intelligence, Multiple Intelligence, co leadership and group cohesion, but for the purpose of this essay the two specific Leadership theories will be that of group
...e is gaining the respect and trust of him employees. Lastly, in question one, he emphasizes the personal attention and individuality he gives to each of his employees.
...the author believes that the comparison of the Leader-member exchange, the situational approach to leadership, and the premise of emotional intelligence has uncovered important leadership truths that may not be mutually exclusive. Surely the enigma of leadership is that it contains many truths, with the only universal truth being that none are universal, but empirically sound to aid the leader in guiding followers and the institutions they comprise.
One may wonder exactly what it is that qualities a strong leader possesses. A strong leader is determined, and strong willed. They must be of good judgment, and without bias. They cannot easily be persuaded, and they are firm, yet at the same time, a good lead must also empathize with his subordinates, and have the best interest at heart for said subordinates, at all times. However, with that being said, a good leader cannot be afraid to discipline his subordinates when necessary. Unmistakably, being a leader is a very difficult feat – one which not everyone can accomplish. A leader must be an authority, a friend and a counsellor, all at once. They must be responsible, and always take into account the disadvantages of a situation. Not everyone is suitable to be a leader, whereas, just about anybody can be a good role model.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Coaching is not an easy task and figuring out the best way to lead and guide employees can be overwhelming and challenging. Alex is now in a position where she has to be a motivator, leader, and a coach to several employees. She needs to understand the concept of coaching and the behaviors that go along with her coaching style. The concept of coaching helps develop and grow employees to achieve performance improvement, but it also helps the managers see how the employees embrace their job tasks and asses their results in comparison to the overall mission of the company (Bawany, 2015). Therefore, Alex needs to look back at her previous managers and determine what qualities and behaviors they possessed in order to improve her performance. Also, she must look at what personality traits James has and look at his previous managers to see which manager coached James to perform the best while working for the company.
Mayer, J. D., & Caruso, D. (2002). The effective leader: Understanding and applying emotional intelligence. Ivey Business Journal, Retrieved February 1, 2012, from http://www.unh.edu/personalitylab/Reprints/RP2002-MayerCaruso.pdf
The study of employee engagement has been a steady increase over the last ten years, due to the fact that employee engagement has a significant factor in an organization 's success and competitive advantages (Saks & Gurman, 2014). Employee engagement is defined as employees who are engaged “for the best interest of the organization, and it is associated with meaningfulness, safety, and ability” (Abu-Shamaa, Al-Rabayah & Khasawneh 2015). This results in employees being dedicated, focus and willing to do what it takes to get the tasks done. Similarly, having the effectiveness of value and pride towards their work. In contrast, employee burnout is the opposite of employee engagement. Burnout is a “syndrome of weariness with work
There are many examples of poor leadership behavior in today’s workplace. Inadequate leadership can be detrimental not only to a team within an organization, but also to the entire organization itself. I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees. When a leader’s weaknesses are overlooked, large problems occur.
The executive coaching handbook. (2012). In The executive coaching handbook (5th ed., pp. 1-85). Retrieved from http://www.theexecutivecoachingforum.com/docs/default-document-library/echb5thedition2_25.pdf?sfvrsn=0