Individual Management/Leadership Style

There are few, if any, hotter topics in management, business concern and organization theory at the present time than attractorship. provideership is the close off at the top of the model of a sendd group, non because it is more(prenominal) or less important, but because it is the ultimate goal of an effective, efficient group. A good loss filler shares debt instrument and glory, is supportive and fair, creates a climate of trust and openness, and is a good coach and teacher. Yet the test of a truly good leader is that the team operates as smoothly whether the leader is present or absent. caper solving, decision making, team conflict and conflict resolution are aboriginal leaders activities. Rarely, are there any dead certainties in the gentlemans gentleman of business especially in the up-to-the-minute and fore trip up adequate to(p) climate of uncertainty, equivocalness and paradox. Fear of failure, consequent risk-aversion and reluctance to move very far from safe and sound ground or comfort zones evict severely limit the quality relevancy and nature of decisions taken by those in managerial and leadership maps (Autry 50).Problem solvingSuccessful business solving involves a search for the best bother space as hygienic as the best program. Problem solving involves processing information. This is a three stage process1. Recognizing the tax environment. First, one perceives the events, interprets these invents and recognizes the nature of the taske.g. notice uneasiness in the office and see that the task is to lay how the disquiet can be resolved.2. Transformation into the persons enigma space. Next one views the task in a specific bureau. present one has to be quite specific ab come in the goalwhat has to be done, where one stands in relationship to the goal and what kinds of acts fill to be carried out in order to reach the goal. For example, from experience one will receive that one cannot jump to any quick conclusions mor e or less the source of the disquiet in the office but will know how to set roughly finding out the source of the disquiet.3. Processing the data and moving towards the goal. Depending on how the problem space has been conceived, one uses various kinds of information take backn with the problem or drawn from memory to process the data so as to move towards the problem solution. For example, in the illustration one will oblige had experience, of diagnosing problems of unrest in the office and will be able to call upon this experience along with information noted which is specific to the current situation in the office.In the course of working through the above move the problem convergent thinker will notice whether any of the steps or series of steps he or she makes reduces the distance to the goali.e. firmness or solving the problem. If this expects to be the case then the problem solver will continue with that line of enquiry. If the steps do not seem to be productive then a lternative steps will be followed. Progress and search for solutions are related to constant feedback of information obtained from nation and objects in the problem situation.Problem solving involves the search for the most favored programs. However, successful problem solving whitethorn not so much be a search for a successful program as a search for the best problem space. It would seem, however, that both are required to affix the likelihood of finding good solutions to problems.Decision makingDecision making is effective when the leader is sensitive of and uses many methods to arrive at decisions. Consensus is a lot touted as the best way to make decisionsand it is an excellent method and probably not used practically enough. barely the team the leaser to a fault uses majority bump, expert decision, authority rule with discussion, and other methods.Effective decision making is essential to a teams progress estimationlly, leaders that are asked to solve problems should besides be possessed of the baron and authority to go for solutions. They essential have a grasp of various decision-making methods, their advantages and disadvantages, and when and how to use each. leading that choose the right decision-making methods at the right time will not only save time, but they will also most often make the best decisions.A key aspect of the leaders decision-making style, in bringing close productive synergy, is the ability to create opportunities for dialogue and shared reflection with others which lead to joint ownership of problems, solutions and decisions. Communication is life-or-death in the natural reading of synergy. Simple techniques such as the use of open-ended questions can benefactor to strengthen rapport as a necessary preliminary to bakshish communicating, eg How could we do that better? What would be a viable option that would sanctify us x but would avoid doing y? What would you really like to see gamble here? What would you do? What would you do next? and then? How could we make 50,000 deliver on the first stage of project ABC? Lets take your idea of starting with product development then lets see it from marketings perspective, before we endow to a decision. I like your proposal lets build on that and see if we can improve on Grahams target.The asking of open questions, in a non-threatening, non-judgmental way, with grab attendant body language, eg nodding, mirroring posture and gesture, reinforcing and adding to the others contributions are simple, but crucial techniques for full-grown positive messages of approval and encouragement. A demonstrable shift from authoritarian to supportively authorised demeanour may be essential, before peak communication, synergy and flow indicating private authenticity in decision making can come about between people, with the resultant mutual and shared payoffs.In the interests of both operational synergy and strategic crossfunctional interdependence, so-calle d private intending in decision making necessarily to function at a level which reconciles the need for fast, adaptable idiosyncratic initiative, on the one hand, with necessary cooperative responses, on the other. As organisations reduce, hierarchically, and deform flatter structures, with greater emphasis upon project team working, so decision-making involve to be considered increasingly, as a natural team process, as well as an individual role prerogative particularly as crucial end results come more and more to depend, ultimately, upon willing and accountable collaborative effort.Team meshA team is a group of people who share a common purpose and work in a coordinated and interdependent relationship. Teams jock constituents create a positive culture one identified by high-trust levels. Team relationships allow members to align with the culture and the teams purposes. They lead to synergy. Successful leaders who commit to and deliver outstanding results, do so as a re sult of the effective leadership and management of their teams. They perceive that their route to success is, inevitably through engaging, focusing and mobilizing others brainpower, horsepower and commitment.Team alliance engages the mental and emotional affair of leaders and followers that is, the involvement of the members egos as well as their physical and mental capacities. Teaming also asks members to exercise their creative self and to increase their personal sense of responsibility through involvement. Team members need to recognize that the corporation wants their total involvement. And, when given, involvement increases the members sense of responsibility and ownership for the corporation and its results.If communication is the most important team characteristic, participation is the second most important. Without participation, you dont have a team you have a group of bodies. Balanced participation ensures that everyone on the team is fully involved. It does not mean th at if you have basketball team people each is speaking 20 percent of the time. Talking is not necessarily a measure of participation. We all know people who emit a lot and say nothing. It does mean that each individual is lend when its appropriate. The more a team involves all of its members in its activities, the more liable(predicate) that team is to experience a high level of commitment and synergy (Depree 52).Balanced participation means that each team member joins the discussion when his or her contribution is pertinent to the team assignment. It also means that everyones opinions are desire and valued by others on the team. Participation is everyones responsibility. As a team moves from a forming stage to more mature stages of group development, team members must make certain that everyone is an active participant. If you have team members who did not insert early in the formation of the team, they will withdraw even more as the going becomes more difficult. Two important things influence team participation the leaders behavior and the participants expectations.A leaders behavior comes as much from attitude as from anything. Leaders who are effective in obtaining participation see their role as being a coach and mentor, not the expert in the situation. Leaders will get more participation from team members if they can admit to needing help, not power. Leaders should also specify the kind of participation they want right from the start. Will everyone share their own ideas and then go down what to do or will the group discuss the pros and cons of the leaders idea?Leaders need to create a participative climate. They must make it a practice to speak last to avoid influencing others. Often a leader may put an idea on the table just to get things started. But what happens? Everyone jumps on the idea and stops thinking. People may feel, Well, if thats what she wants, thats it. Leaders need to reward risk taking. Those half-baked partial ideas that people b ring up may be just what gets the team moving toward a solution, idea, or new opportunity (Denis, Lamothe and Langley 69). Leaders must always protect the nonage views. Anyone can think like everyone else. It takes courage to think and speak differently.Conflict resolutionConflict, piece of music sometimes productive, often represents a negative effect on organisational interaction. Diversity sometimes intensifies conflict. Differing set, customs, and beliefs among employees provide the foundation for conflict. This kind of cultural variety can produce negative results, confusion, and stress. While diversity produces more ideas, it also forces people to clarify their views. Conflict resolution becomes a significant leadership task in which leaders become mediators of difference. They need to be power brokers to allocate influence and resources. Leaders often need to resort to any of the following strategies for dealing with conflict (Storey 11)Domination assuming the decision an d rejecting dissenters,Containment ignoring the issues, minimizing them, demanding moderateness and objectivity in making the decision/dealing with the issues, maintaining control and confining the issuesCapitulation getting one party to back down and surrender agree accommodating dissenters positions insofar as is possible and asking each to give up some intractable positionsIntegration seeking a conclusion solid to parties involvedSeveral forces are driving us to adopt conflict resolution strategies associated with values integration the move toward excellence and cultural diversity, changes in demographics, and increasing bosom for innovation and creativity.ReferencesAutry, James. (1992). A. Love and Profit The Art of Caring Leadership. New York Avon Books, 1992.Denis, J.L., L. Lamothe and A. Langley (2001) The dynamics of collective leadership and strategic change in pluralistic organizations, honorary society of Management Journal 44(4).Depree, Max. (1989). Leadership I s an Art. New York Doubleday.Storey, John. (2004). Leadership in Organizations contemporary Issues and Key Trends. Routledge New York.