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This topic is interesting; the main objective of this assignment or unit is to develop personal leadership and management skills to support the achievement of personal career goals and organisational objectives. There are three learning outcomes that we should met as a students. The first one is to analyse personal leadership and management skills to support achievement of organisational objectives. Under this learning outcome, there is an assessment criterion that must fulfil; analysing the impact of organisational objectives, values and culture on the leadership and management role. Assessing personal leadership and management skills and identifying personal development. Secondly; to manage development of personal leadership and management skills to support achievement of organisational objectives. Under this are the assessments of opportunities for development of leadership and management skills. Constructing and managing personal development of leadership and management skills. And lastly; to evaluate the effectiveness of personal development plans to develop management and leadership skills. So let me start discussing task 1.
First of all, what is an organisation? Organisation is a social unit of people, systematically structured and manage to meet a need or to pursue collective goals on a continuing basis. Every organisation has its own objectives, values and culture on the leadership and management role. For instance the mission of Lynde House care Home is "by putting quality first in everything we do for our residents, relatives and staff, we aspire to be the most and successful care provider." This objective has a big impact on the leadership and management role. How are you going to achieve the said objective in your own capacity as a leader/ manager? First and foremost, as a leader, make sure that every single member of staff needs to be aware of the organisational objectives and to understand how individually they play their part in achieving them. Let me evaluate the leadership and management skills required in order to support the achievement of the organisational objectives. Leadership implies authority in the broadest sense of the word and not simply the power to wield the stick. It is based on objective factors, such as managerial ability, and more subjective characteristics that include personal qualities of the leaders. Leadership has a direct cause and effect relationship upon organisations and their success. Leaders determine values, culture, change tolerance and employee motivation. They shape institutional strategies including their execution and effectiveness. Leaders can appear at any level of an institution and are not exclusive to management. Successful leaders do, however, have one thing in common. They influence those around them in order to reap maximum benefit from the organisation's resources, including its most vital and expensive: its people. In fact, the influence of leaders and their effectiveness in moving people to a shared vision can directly shape the people, its materials, how patrons use or interact with them and whether or not that experience is beneficial. With leadership potentially playing such a vital role in the success of information centers and patron experiences, it is useful to consider the different types of leaders and their potential impact on nursing home as organisations.
Furthermore, Current leadership theories describe leaders based upon traits or how influence and power are used to achieve objectives. When using trait-based descriptions, leaders may be classified as autocratic, democratic, bureaucratic or charismatic. If viewing leadership from the perspective of the exchange of power and its utilization to secure outcomes, leaders are situational, transactional or transformational. Understanding these different tropes can provide a vocabulary for discussion that can lead to meaningful, desired results. It bears noting that not all leaders are created equal, and leadership quality may vary enormously across industries or simply within an organization. In addition, identifying an individual leader's style is central to evaluating leadership quality and effectiveness especially as it relates to organisational goals. Below is a brief examination of each common leadership style and their potential impact on a group as well as their relative usefulness.
Autocratic leaders are classic "do as I say" types. Typically, these leaders are inexperienced with leadership thrust upon them in the form of a new position or assignment that involves people management. Autocratic leaders can damage an organisation irreparably as they force their 'followers' to execute strategies and services in a very narrow way based upon a subjective idea of what success looks like. There is no shared vision and little motivation beyond coercion. Commitment, creativity and innovation are typically eliminated by autocratic leadership. In fact, most followers of autocratic leaders can be described as biding their time waiting for the inevitable failure this leadership produces and the removal of the leader that follows.
Bureaucratic leaders create, and rely on, policy to meet organizational goals. Policies drive execution, strategy, objectives and outcomes. Bureaucratic leaders are most comfortable relying on a stated policy in order to convince followers to get on board. In doing so they send a very direct message that policy dictates direction. Bureaucratic leaders are usually strongly committed to procedures and processes instead of people, and as a result they may appear aloof and highly change adverse. The specific problem or problems associated with using policies to lead aren't always obvious until the damage is done. The danger here is that leadership's greatest benefits, motivating and developing people, are ignored by bureaucratic leaders. Policies are simply inadequate to the task of motivating and developing commitment. The specific risk with bureaucratic leaders is the perception that policies come before people, and complaints to that effect are usually met with resistance or disinterest. Policies are not in themselves destructive, but thoughtlessly developed and blindly implemented policy can de-motivate employees and frustrate desired outcomes. The central problem here is similar to the one associated with autocratic leaders. Both styles fail to motivate and have little impact on people development. In fact, the detrimental impact could be significant and far outweigh any benefits realized by these leadership styles.
It sounds easy enough. Instead of one defined leader, the group leads itself. Egalitarian to the core, democratic leaders are frustrated by the enormous effort required to build consensus for even the most mundane decisions as well as the glacial pace required to lead a group by fiat. The potential for poor decision-making and weak execution is significant here. The biggest problem with democratic leadership is its underlying assumptions that everyone has an equal stake in an outcome as well as shared levels of expertise with regard to decisions. That's rarely the case. While democratic leadership sounds good in theory, it often is bogged down in its own slow process, and workable results usually require an enormous amount of effort.
By far the most successful trait-driven leadership style is charismatic. Charismatic leaders have a vision, as well as a personality that motivates followers to execute that vision. As a result, this leadership type has traditionally been one of the most valued. Charismatic leadership provides fertile ground for creativity and innovation, and is often highly motivational. With charismatic leaders at the helm, the organization's members simply want to follow. It sounds like a best case scenario. There is however, one significant problem that potentially undercuts the value of charismatic leaders: they can leave. Once gone, an organization can appear rudderless and without direction. The floundering can last for years, because charismatic leaders rarely develop replacements. Their leadership is based upon strength of personality. As a result, charismatic leadership usually eliminates other competing, strong personalities. The result of weeding out the competition is a legion of happy followers, but few future leaders.
Situational leadership theory suggests that the best leaders constantly adapt by adopting different styles for different situations or outcomes. This theory reflects a relatively sophisticated view of leadership in practice and can be a valuable frame of reference for experienced, seasoned leaders who are keenly aware of organizational need and individual motivation. Most importantly, it allows experienced leaders the freedom to choose from a variety of leadership iterations. Problems arise, however, when the wrong style is applied inelegantly. Also, considering our earlier discussion regarding some of the more ineffective leadership styles like autocratic and bureaucratic, this style requires a warning or disclaimer related to unintended or less than optimal results when choosing one of these styles. With that said, situational leadership can represent a useful framework for leaders to test and develop different styles for various situations with an eye towards fine-tuning leadership results. Situational leadership, however, is most effective when leaders choose more effective styles like charismatic, transactional, and transformational.
The wheeler-dealers of leadership styles, transactional leaders are always willing to give you something in return for following them. It can be any number of things including a good performance review, a raise, a promotion, new responsibilities or a desired change in duties. The problem with transactional leaders is expectations. If the only motivation to follow is in order to get something, what happens during lean times when resources are stretched thin and there is nothing left with which to make a deal? That said, transactional leaders sometimes display the traits or behaviors of charismatic leaders and can be quite effective in many circumstances while creating motivated players. They are adept at making deals that motivate and this can prove beneficial to an organization. The issue then is simply one of sustainability.
Transformational leaders seek to change those they lead. In doing so, they can represent sustainable, self-replicating leadership. Not content to simply use force of personality (charismatic) or bargaining (transactional) to persuade followers, transformational leaders use knowledge, expertise and vision to change those around them in a way that makes them followers with deeply embedded buy-in that remains even when the leader that created it is no longer on the scene. Transformational leaders represent the most valuable form of leadership since followers are given the chance to change, transform and, in the process, develop themselves as contributors. Organizationally this achieves the best leadership outcome since transformational leaders develop people. Transformational leadership is strongly desired since it has no artificial constraints in terms of buy-in and instead is focused on getting followers on board based upon their own evolving thought process and changing responses to leadership challenges. It is particularly suited for fast-paced, change-laden environments that demand creative problem solving and customer commitment.
Further more, organisational culture refers to the beliefs and values that have existed in an organisation for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behaviour. Administrators usually adjust their leadership behaviour to accomplish the mission of the organisation, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organisational cultures, leadership behaviour and job satisfaction of employees.
The culture within an organisation is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behaviour and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.
In businesses, "management" is often considered "whatever needs to be done just to keep things afloat". However, for your business to grow and remain healthy, you must master certain basic skills in management and leadership - skills that will help you avoid the crisis situations where you have to do "whatever it takes to stay afloat". The basic skills include problem solving and decision making, planning, meeting management, delegation, communication and managing yourself. These basic skills will support the achievement of the organisational objectives.
As a leader we should be strong enough to face all the circumstances may arise in the organisation. In this type of leadership he/she should know the organisational objectives, values and culture. So that the leader may know what type of character he should portrait in order to fulfil the organisational objectives. But more so this type of leader must be bureaucratic for him to follow the organisational objectives accordingly. In this type of leadership you should be taught in leading the organisation. Maybe on the side of the employees it will be difficult but if the leader has the commanding ability and show some appreciation in his people, then the organisation will function well.
Personal Leadership is a state of mind, of heart, and of body. By this we mean that the methodology of Personal Leadership is more than an intellectual exercise. It describes a way of being and of interacting with the world that begins from the "inside out," and that asks us to be fully present in our lives, awake to our habitual behaviors, and willing to look at every situation with fresh eyes, with "beginner's mind." To be effective across cultural difference requires exactly this quality of personal and professional commitment.
In practicing Personal Leadership we are asked to disentangle internal experience from external circumstance, recognizing that we are the creators of the former and not mere reactors to the latter. When we feel offended (or annoyed, confused or frustrated) by what someone else has or has not done, has or has not said, the principles and practices of Personal Leadership help us pause; they help us cultivate a critical space between our immediate and righteous sense of offense and what our automatic reaction might have been. In the critical space of such a pause, however momentary, we can discern the most effective way to proceed. What we then say or do, or even don't say or do, is now much more likely to be an effective expression of our intercultural competence.
In sum then, Personal Leadership is called because it is about taking leadership of our selves-of our own experiences, of our own cultural programming and habituation as we interact with others in both our personal and professional lives. In this way we are able to access higher levels of learning and insight, mutual collaboration, and creativity in situations of cultural difference.
In addition, in my leadership and management skills, I should have an ability to solve problems and make decision; do planning according to the organisational goals; delegation of people and work load; know how to communicate; meeting management; and most importantly managing self. Having said these, the behaviors and attitudes of effective leader must be considered.
On the other hand, to be a good leader you should know your skills; what are you capable of. So in this let me give you my personal skills audit. First, what is skill audit? It is a process that can be used to identify the skill gaps in an organisation. The objective of my skills audit is to improve my abilities as a leader. And in achieving this, training needs analysis that identifies where training is needed.
Skills and work competency areas
Self assessment 1 2 3 4
Using and developing my knowledge
Researching, investigating and problem-solving
Listening and interpretation, establishing rapport, understanding needs
Developing solutions and agreeing things with people
Speaking and presenting to groups
Using information and communications technology
Visioning, creating, and inspiring others with my ideas
Managing time, planning, and being effective, efficient, productive, and reliable
Behaviours, attitudes and personal style
Self assessment 1 2 3 4
Striving for personal development
Taking personal responsibility to resolve problems, even those not of my own making
Understanding the way people really feel
Developing positive relationships
Keeping focused and productive, reliable and dependable
Managing stress and conflict
Having compassion and care for others
Managing upwards and sideways (my managerial superiors and my peers).
Using integrity and ethics in my judgement about work and organisational issues
4 Very well
I feel confident in my ability to use this skill.
I am able to use this skill well, but my ability could be improved.
2 Needs attention
My ability to use this skill needs to improve.
1 Needs considerable attention
I struggle with this skill and need to put in considerable work to develop this skill.
After doing my skills audit, my next move is to plan on how to improve my self. I can say that I have opportunities to develop more my leadership and management skills; by asking some ideas to my mentor, through trainings, and attending some classes offered by the organisation.
What is personal development planning? It is the process of creating an action plan based on awareness, values, reflection, goal-setting and planning for personal development within the context of a career, education, relationship or for self-improvement. In constructing this, I must have a clear objective to develop leadership and management skills. In my case based on my skill audit, the objective that I can make is to be able to talk and act confidently regardless of what the situation or who am I talking to. Not afraid to voice out my ideas and opinions & willing to try new things and take some risks. Always look for new opportunities rather than walk the common path. Able to influence others and decision made because I show great confidence. Another thing is, to be able to be assertive and take control of situations. Able to press hard for my recommendations, ideas and decisions to be accepted by others when I feel it is really good. To proactively take the lead in as many situations as possible. When there is a group decision to be made, to be the first to give recommendations. Not to agree with everything others say. Able to say no firmly. Not be influenced or controlled by others. And lastly, in dealing with stress and conflict; to calmly assess any situation before reacting to it. To look for positives in any circumstance and make the best of any un-favourable situations. To focus my energy on finding a solution rather than losing my temper. These were my plans in developing my leadership and management skills.
In this task, I was asked to implement my plans and how am I going to manage my personal development of leadership and management skills. In task 2, I cited my plans and objectives based on my skills audit. Like for example in terms of confidence; if I will have confidence, I can blaze new opportunities for myself. I am able to command more respect and others will be able to see my worth. I will dare to try new things & go against the herd, which gives me more opportunities for success and makes my life more interesting as well. With confidence, my true self will finally shine through. But in achieving this, it takes a lot of courage and practice.
And with assertiveness, I no longer follow other people's decisions and will. I get to choose for myself and live on my own terms. By being assertive, I command respect from others. I also participate and contribute fully when I am assertive. It further builds my confidence and installs self esteem in me. And lastly, be able to control my temper, by not saying things that I will regret later on. In addition, I will cease to waste energy venting out my anger. Rather the energy can be used in a positive way. To avoid pointless confrontations instead, have compassion. After doing these, positive feed back has been achieved. On the other hand, a long the way there is a lot of obstructions and struggle that has been encountered; like they feel that I am too bossy and arrogant. They don't want to follow and even listen to your suggestions. But after having proper communication, let them understand the organisational objectives and my plans in the organisation which is in accordance to the mission and vision, they now understand my point and why am I acting like one. But of course in the organisation, you cannot please everybody.
In this task, I have reviewed my personal development plan in accordance to the original objectives at task 1which is "by putting quality first in everything we do for our residents, relatives and staff, we aspire to be the most and successful care provider." Through my personal development of leadership, I have received a positive feedback from my colleagues and managers. The way I handled the new carer and some complaints of the service users, the managers were happy in my way of action. The relatives and the service users are satisfied with the care that we are providing them in line with the healthcare and organisational standards. So in this, in order for me to maintain my leadership skills; I need to have good timing management, discipline and focusing on the task at hand. Further more, I need to develop more my skills in decision making by attending trainings and even attend some classes regarding decision making. So through this I can update as well my personal development plan and become a better and respectable leader in the future.