Introduction
In the modern world, various organizations, companies and institutions operate in a variety of areas in the economy. Some organizations are more successful than other in the global market. This is primarily due to increase in their scope of activities that enable them to raise their capital a notch higher. However, in the same operating environment, some companies are in the verge of declaring bankruptcy. The main reason for these companies to collapse can be attributed to lack of dynamic and effective leadership, absence of motivation to talented and skilled workers as well as selecting the wrong leadership styles. Therefore, for any organization to succeed in the global operating environment, the company has to develop a good leadership system right from the beginning.Research questions
This paper seeks to answer the following questions
(i) What role does leadership play in an organization?
(ii) What are the qualities of a good leader?
(iii) What is the scheme of an effective leadership?
Nature and leadership
Successful companies in the market differ with the failing ones mainly because of the strategies employed to have a dynamic and effective system of leadership in the organization. From a leader’s point of view, it is assumed that an individual manager, the management team or the process of management should have their customized ways of managing the organization. Through the words of the company’s top leaders, this is where the management team includes in their system, the leadership concepts in a leader.
In addition, the nature of leadership can be well understood if it is compared against its own control. The process of being a manager and a leader in an organization is not the same thing (Wenger, McDermott Sydney, 2002). A manager is a person who has influence on the roles of their subordinates who assist in building a concrete relationship with them primarily relying on the official powers bestowed on him by the organization. Leadership is not much different from management but it specifies a certain type of relationship with the management. Leadership is based on the social act amongst the individuals working in the organization other than the interaction with the company’s structure of power.
However, the leadership process is much complex as it requires an improved level of interdependence between the organizations and its members. Leadership is unlike in management where it creates its own followers in the organization other than having a series of structured subordinates. The relationship between the boss and the subordinates is inherent in the traditional perspective of management and it is replaced by a leader and follower relationship that characterizes leadership. For instance, an influential informal leader can lead a labor group in restricting outputs or producing goods and services that are of poor quality in order to have one of their grievances addressed by the organization. The position of leadership is usually open to any person of influence in the organization unlike the management position which is influenced by the organization structure and the persons in office.
Nevertheless, in their effort to influence the people, the managers can rely on the position occupied by the leader. This is often the case when one of the deputies in the management structures has the less formalized powers find great achievement in conflict and stress management in situations of solving critical problems in the organization. A manager does not automatically possess leadership qualities in any organization. Moreover, leadership qualities are commonly characterized by an informal basis because the fact of being a manager does not guarantee one to become a leader (Capezio Morehouse, 1997). Nonetheless, we still perceive that strategic management thinking is a recommended guide to people on a formal basis.
Stages in building a team
The most important aspect in the process of creative a productive team is the building the team process. Therefore, a team building process highly depends on the relationship between the team and the division of roles in the organization. Therefore, the leader is the only person who can create a strong mechanism in the team building process amongst members who can think as one unit. Moreover, the process can work as a whole for the success of the organization and each team should have to go through a series of formalized stages in order to have a strong ground in leadership process (Capezio Morehouse, 1997).
1. Adaptation
From the business activity’s point of view, leadership process is characterized by a stage of mutual understanding in information sharing. These steps are aimed at enabling the members of the management team to find the optimal solution to problem solving in the organization. Interpersonal interaction is a step that leads to dyads formation which is a stage of testing the dependence of the team and suggesting group orientation by finding mutually acceptable ways of group behavior. The team members come together with the aim of coercion. The effectiveness of a team is low at this stage because the members are new to each other and have low confidence in one another.
2. Grouping
This step is characterized by creation of association of interests among individuals. The content of the team is very instrumental when informing the team about the requirements and means of problem identification due to mismatch of personal motivations and the overall goal of the group’s activities. At the top of the team’s self-awareness is the individual subgroups and the features of the existence of the group at this stage is characterized by workers with the interests of the management team in mind.
3. Cooperation
This stage entails creating awareness and the desire to work in the minds of the members in the team. The members are more open and constructive in their communication and also include the elements of group cohesion and solidarity. For the first time, the group is established with a unique sense of coming to terms with its instrumental activities which the team members are prepared to implement. The existence of a group at this stage is characterized by working together with the management team.
4. The standards of activities
A dominant feature in this level is to develop principles of group interaction which in turn increase the value of interaction. As the sphere of activities increase in value the relationship moves from a personal level to the group level which makes the particular group stronger. At this stage, there are no intergroup activities that feature due to the problem of separating a cohesive and well trained united organization. Through psychological awareness, the group can turn to a group autonomy that basically focuses on the goal of objective achievement.
5. Functioning
In business, this stage is considered as the optimum decision making point or a constructive attempt to a successful problem solving process. The functional role of the group is associated with formation of roles to each member of the organization structure, this serves as a kind of resonator to the group performance of tasks. The group is now open to discover the existing organizational problems and offer solutions to them. The group achieves the highest level of psychological and social maturity, preparedness and the power of command in the company’s sub-culture. In order to have a clear understanding of the team and its importance in leading, it means that the team has to be organized and these two activities are likely to occur simultaneously.
The roles of effective leadership scheme
This is another factor that proves the importance of a team other than leading, because, the leader being a single person is usually the only thinker. However, for the group to achieve certain results there has to be some members who are responsible for performing different tasks. Therefore, any little task that one member fails to do may lead to unsatisfactory results. This is the reason that makes all members of a team to have a balance in terms of size and their degree of participation.
In general, the larger the team, the less people are able to participate in active work performance (Smith, 2001). Sometimes, the group consists of people with valuable ideas, experience and knowledge but they are unable to participate in the group activities. A leader with such experience knows more about the problems of the silent majority and has a good understanding on how to rely on combined resources of the team as a way of involving its entire workforce. From the cohesion perspective, it is believed that the best number of people in the group. The fact that dictates a small group suffers from labor turnover and absenteeism is less than the group with over 20 members (Collins, 2001). Project management experience suggests that in order to have high results, the team should have an average of eight members who are assigned to perform different roles as discussed by Collins (2001).
Leader
This person manages the team and coordinates action within the group. He or she may not be so creative or talented but he/she should have discipline, be focused and balanced. Leaders should have the ability to listen to their followers and speak correctly, judge people well and understand their weaknesses. This implies that a leader is not usually the one who creates ideas for work but, their role is basically to coordinate the activities of the group. Besides this role, if the team has to develop the stages and implement these mechanisms effectively, the members can work without supervision.
Organizer
This group consists of the people who are primarily mobile, with the initiative to influence people in the group. In the absence of a leader, they are the people who assume the leadership roles. The strength of the organizers lies in the passionate desire to achieve the set goals, although they might be too irritable, sensitive and impatient.
Think tanks
Contrary to the organizers, this group of people focuses on themselves and the intellectuality that affect other members. They are often the sources of idea and suggestions that puts the group going. Thinking tanks have a great power of imagination and are usually the smartest people in the group. In spite of this, the think tanks might be inattentive to small details in the organization that are offended by criticism, silence and caution by nature.
Controller
These are smart individuals who have creative and analytical minds who can carefully analyses ideas. They also have the ability to oversee weakness in arguments and in a detailed perspective, they a less sociable as compared to others. They stay away from the rest of the team in order to hide information they are in possession because they have to check the quality of team’s work.
Workaholics
They are usually the practical organizers of the team who turn ideas into tasks. Their work is usually methodical and efficient as they inspire confidence to team members and care less for the dream of the future. They may not be leaders but their diligent and skillful work in preparation of charts, diagrams and charts provide leaders with the right tools for team development.
Coordinators
This is the part of the team that rallies the whole team, encourage and support team members in a sense of harmony and consensus. They are often popular but they often hate competition.
Determinator
Without these elements, the team can be reduced to nothing. This is the part of the team members that check details, time and schedule. Their persistence and systematic work is of high importance to the team.
In conclusion, the paper addresses the various roles that different members of the team perform. After a clear analysis of these events and activities, it is possible to make a conclusion that the leaders are obliged to manage the work of the team. However, the work may not be done if the whole team is not working. Leadership is therefore an important element to effective functioning of an organization. There is a great difference between leadership and management. Management is assumed to be a formalized system which is subject to submission. On the other hand, a leader is a symbol of the community and the groups behavioral patterns. Leaders are known to extend the rules from the bottom spontaneously with their followers. Formalized leaders possess a complete set of influence and this makes them to have greater chances of success.
The importance of leadership to management of a company raises the question of the effectiveness of the phenomena. The most important role of a leader is to create a sound management culture depending on the organization culture and leadership functions that exist. There is a direct relationship between effective leadership and interpersonal communication that influence the characters of the management.
The essay sample is provided by EssayTreasures.com
Комментарии
Отправить комментарий