Identify Leadership Style Essay Example for Free

Identify Leadership Style searchAs a leader, it some generation takes a step back to look at peerlessself to realize what reference of leader you ar to understand your strengths and weaknesses, so you ass lead an motionive police squad to success. later on slews of leaders quizs and readings, my leaders bolt is participative (Democratic) with an emphasis on the consensus view.A participative leader trip upks to involve other stack in the professional personcess, possibly including subordinates, peers, superiors and other stakeholders. Often, however, as it is within the omnibuss whim to give or deny chequer to his or her subordinates, most participative activity is within the immediate aggroup (Tannenbaum and Schmitt, 1958). Some of the characteristics of the participative leader and that of myself are creating an automatic teller machine were creativity is wanted and rewarded, engaging in the thronging decision making appendage and while holding the nett vocalize over decisions, entirelyowing members to share ideas and thoughts.A1a Two StrengthsUsing the participative leadership ardor gives me the most advantages when works and making decisions in a group. The main cardinal strengths of my leadership style (participative) is mandate and Better team up Decisions.Empowerment as defined by Dictionary.com, v.to give power or authority to authorize, especi on the whole(prenominal)y by official means. To en adequate or permit (Dictionary.com, 2014). How does it obtain when you feel like you substantiate a say in a group or team? You feel prized. I enjoy allowing my team to feel valued and employ their decisions to exploit for the best decision possible. The feeling that group members get from participating depicts the final decision accepted much much. Personally, when team members be in possession of input in the final goal, they feel accountable and take it much more than seriously.Better Team Decisions Since I dont know all the answers, isnt it better crucial to attain lots of plurality helping find the answers. In my leadership style, since we have lots of people brain-storming on ideas, it makes for better team decisions. When a tough decision is ahead, its critical to have others helping make decisions. Employees input is invaluable in a group participating setting. When I allow others to help make decisions, the quality of those decisions volition only increase.A1b Two WeaknessesWith this achievementive leadership style brings some cons. One of the cons of this style of leadership is time restrictions. When the team is liberated into making decisions, it takes awhile to come to great group decision. This causa of leadership allows lots of discussions and hearing every onenesss opinions, which in-turn slows down the whole process. This style is a slower process, but the pro of making the best decision outweighs the con.The second con for this leadership style is that at that place can or dinarily only be one decision and we as a team/group can non use everyones opinion or decision. This can cause some team members to become upset or heated, but can be avoided with a good leader leading the discussions. When allowing this style to be in a group, the group must(prenominal) come to a consensus in agreeing on the best decision and all parties must agree with whatever outcome is chosen.A2 Compare against two other stylesLets look at two other leadership styles and compare them to the participative leadership style.Authoritative (autocratic) which is a style that has clear expectations and unremarkably makes decisions with short(p) input from the team/group. In this style, the group makes fast decisions and the leader is usually the most knowledgeable team-member in the group Some similarities are that when theteam is in a bind or time is no longer of essence, the team leader must make an autocratic decision for the betterment of the group. The contributions of the te am go forth be much lower than that of my participative style.Delegative (Laissez-Faire) is the opposite of the autocratic style in that there is little or no team guidance and the team is left to make all the decisions. This style is the least arable style because it offers no structure. The group is more likely to demand a lot from the leader and usually leave alone not work independently. This style is used when all team members are over-qualified in the orbit of expertise, but also leads to lack of motivation for the group.The participating leadership style that I am away of uses both the autocratic and the delegative style aspects to achieve maximum group potential. Participative leadership is concerned about the group and that the group has input.A3 Understanding to be more effectiveTo be a leader you must have a mix of skills, behaviors, value sets and knowledge. To be a more effective leader one must understand their abilities and understand others and their strengths/w eaknesses. This arrest includes an apprehension for other leadership styles.An impelling leader, rationality certain situations and leadership styles, can carry out unalike styles to lead variant groups and teams of people. A great leader will supply assistance and encouragement to a group based on its needs and maintain the group by using its knowledge of different leadership styles.An effective leader can not pull through success exclusive of a team. Those teams will consist of lots of team members and different leaders. An effective leader will be able to understand other leadership styles to support and assist those leaders.The advantage to understanding your leadership style is that you understand your strengths and weaknesses. You can be proactive and more effective as a leader by strategically using your strengths and counteracting your weaker areas. Your style defines your values and perspective, and being aware of it will attending your communication those you work wi th. As the saying goes, knowledge is power. You can empower yourself and move forward in your career or interest by exercising this knowledge (Raines, 2011).When discriminating yourself and your leadership style it helps you in the workplace. Knowing your work milieu and workplace challenges helps to address appropriate final results using your leadership style. By knowing your style and the areas around you, it helps you make sound strategies for solutions to the problems and you can succeed by steering the strengths of the leadership way. be a leader means that you must be able to know your strengths and weaknesses and the situations of the group and when to incorporate your style into the situation. Leadership is not a thing that fits all situations. The more leadership styles you are accustomed to, the more negotiable you will be able to be in the group.A4 Two problems in workplace collectible to different leadershipProblem 1 An employee is continuously young for workplace . The schedule that the employee is on is one of rotating shifts (day and night). This involves different managers with different leadership styles. These different leadership styles has allowed this employee to continue its bad behaviors and continue to be late.Problem 2 Personality Clash. Your style is to talk out problems and solutions (democratic leadership style) while a manager you work with is cypher and to the point (autocratic style), and doesnt want to hear about the solutions but just wants the problems fixed. Spray gun in pad of paper bed has stopped working, most of the team wants to find root cause, but one of the managers wants a solution now and doesnt want to understand what causedthe problem.A4a Two ways to overcome each problemProblem 1 Late employee. The employee that is late knows that if LF (Laissez-Faire) manager is working that he allows an unstructured work environment. In other words, translate nothing, hear nothing, speak nothing and all is correct in th e work place. He has unclear expectations for this late employee and is more of people pleas-er that tackling the problem. This manager is fine if the employee is late as long as it does not effect fruition. This leadership style also allows him to play favorites. He has different rules for different people.As long as production is not affected, whats to bother? If AA (Autocratic) is manager, this employee knows that she can not be late to work, as is not for guardianship of consequences of her actions. They know that action will be taken against them if they are late.This causes a trickle down effect for employees, and their team morale. Since not all leadership team-members are on the same plane, things like this are always happening. We must fix this problem, before it gets out of hand.Fix. LF manager should first follow the rules and make the employee accountable for her actions. If that employee is late, they should have consequences like everyone else. If that does not work, then(prenominal) managers of this team should be aware of all times that employees are arriving and departure work. During a monthly meeting, way could review all badge in/outs to make sure times are consistent with when employees are arriving and leaving. At these meetings, employees are questioned and held accountable for their tardiness.If this is not a viable option, prudence should have one manager that is responsible for all tardies/lates to work. This would be a dedicated job for the manager and take the responsibility off of the other managers andhelp alleviate the leadership style differences between managers.another(prenominal) quick fixer, would be to discuss this problem with LF manager and hold him accountable for allowing the employee to get away with tardies/lates. This one on one meeting would help to show him that there are consequences to his actions and that all employees need to be accountable for their actions.Problem 2 Spray gun.One way to fix this problem is to invite and have the said manager attend and hold discussions within the group to help him see that not all problems have immediate solutions. Allowing him on the team, helps him develop his leadership style and see there is not one leadership style that encompasses all problems. The leader must find it valuable for them to be on the team and to give input. Showing them that they are valued goes a long way to helping them develop as great leaders.Have a one on one with the manager to discuss reasons for and against having this meeting. If both parties that are having trouble understanding meet, then they are more apt to understand where each other is climax from. If this doesnt work, we can always call an upper level management manager to help diffuse the situation.another(prenominal) solution would be coaching. Maybe this manager/leader is insecure/uncertain about work environment or doesnt want to make decisions because its not my job. Maybe this manager lacks creativity or innovation. Whatever the mercantile establishment that they are dealing with, a great effective synergistic leader would see this as an opportunist time to coach the manager in these areas to help alleviate stress, uncertainty and encourage teamwork, trust, expectations and cohesion amongst teams.A5a leash advantages that increase productivity on these advantagesTaking a team from ordinary to extraordinary means understanding andembracing the differences (Bennicasa, 2012). The joint imagination enables all groups to have meaningful communications problem synergism.Lets take a high society that is going through a major brand transformation. The reasons not to change are abundant. The company was reaching goals and employee satisfaction was high. The company would lose brand identification through the proposed changes from upper management. The company would be dysfunctional because the whole team was not on board for the transformation.The change was a challenge from all parties involved. The bottom line came when management and the team members realized that those concerns did not compare to the importance of providing the best product and customer service to the customers. The shared good deal had to be recognized from all that was serving through the transformation. The distinguished factor was understanding that it was not about us anymore, but about the companys greater good and we had to compensate it.Meetings were held, discussions were had about working together, being a better team, how to better serve our customers, and enabling team diversity. We had to see the team synergy to be able to grow and become a better productive team. stark naked-made logos and mottos and so forth did not create team synergy, but leadership had to add value to the team and show all the team members that they were required to make a better teamthat is business leadership synergy. Once team synergy was found, this allowed the team members to be accountable for their actions and this included the quality of the new-fashioned products. In return, this created a better product for the customer.A second advantage of having a synergy leadership style could be used when different team members are not included in a process that affects them. When a team of engineers and managers are designing a new stream line go on to the production floor to help move along the packaging process of MMs. A synergy leadership approach to the stream line approach would beto include the actual workers from the packaging floor. These employees would be able to discuss best practices for help in designing the new approach.This would speed up the meeting process and would speed up implementation of new processes because the packaging team members would be included in the process. Including these team members would allow for less trial and error and more time being productive in having the new packaging approach in a workable state.Having a synergistic team is just as imp ortant than the actual packaging process because it stream lines the meeting, allows team-members to have certain expectations, keeps the meetings focused on the problems and develops and enhances robust collaborative discussions that are now easy to havebusiness success.The third advantage of leadership synergy would be having all upper management in a participative meeting discussing the new vision for the company. After long discussions the team has selected the vision for the company. The team then selects an authoritative figure to disburse the new vision information to the whole company groupbecause its not up for debate anymore. Knowing when to use different leadership roles is very important.In this model, a decision that has the absolute consensus of all upper management, will erupt when all team-members is seeing the discussion directly through the same provide which includes the mission, the vision and the teams goals. Without these glasses, cooperative judgments can be challenging to accomplish. The hard part of making decisions and agreeing upon them in a multi-leadership style team is that there is no common goal changes in leadership styles will strangle the discussions, as more thoughts will only add to the difficulty in making a decision. Looking through the same lenses of the glasses permits a variety diversity into the debate and allows the group to succeed.Once we see everything through the same lens, then the upper management groupcan be more productive in delivering a vision in a timely manner. This synergy of upper management leaders then starts trickling down to management teams throughout the plant and then onto regular teams and committees in the plant. This trickle down affect makes teams more productive, more efficient by allowing the meetings to flow better and to free up people to not be in meetings (to be on the floor being productive making the products).ReferencesBennicasa, Robyn. (2012) 6 Leadership Styles, and When You S hould Use Them.Retrieved from http//www.fastcompany.com/1838481/6-leadership-styles-andwhen-youshould-use-them.Dictionary.com. 2014. Empowerment Definition. Retrieved fromhttp//dictionary. reference.com/browse_empowermentRaines, Stephanie. 2011. The Advantages of Knowing Your Leadership Style.Retrieved from http//smallbusiness.chron.com/advantages-knowingleadership-style18924.html.Tannenbaum, A.S. and Schmitt, W.H. (1958). How to choose a leadership pattern. HarvardBusiness Review, 36, March-April, 95-101.