I serve as a manager of leadership and training at a prosthetics company. According to the institution‘s worker involvement assessment findings this year, some managerial behaviors were worse, while others were better. The committee convened with the human resources officer to examine the overall outcomes. Everybody agreed that the firm’s attention should be on both particular managerial development sectors viewed as capabilities and those assessed as needs for development, particularly on the grounds of social intellect, emotional intellect, and successful managers’ interpersonal abilities.
Upon conducting the personal leadership self-assessment, I found that the leadership behavior that I was ranked lowest in is to inspire a shared vision. This implies that I was mean at sharing my vision with the workers. I had a difficult time allowing anyone to interfere with my vision. Most of the time, my vision has been months in preparation and is the culmination of all my goals and dreams. It encapsulates who I am and what I cherish. This led me to fail instead than have someone violate a vision in which I have grown to embrace. This means that all the members won’t embrace the vision since they don’t haven’t clear perspective of the vision. This implied that it was advisable to allow the other members of the organization to buy-in in the vision for it to be successful. Those in the organization who will execute the vision must believe in it (How to inspire a shared vision, 2020). The vision will fail if the staff does not support it. In developing the inspire a shared vision will assist in focusing the employee’s energy and engaging in practice development. When I take a collaborative strategy, staff members and coworkers will become more engaged. Developing a common vision fosters involvement, dedication, and consistency.
I also found that the leadership behavior that I was ranked best is encouraging the heart. This implies that I cared about other employees while remaining focused on the organization’s ultimate objectives. Caring for the employees entails establishing clear ideals and expecting the best. It also implied that I paid attention, personalized acknowledgment, shared achievement and significant experiences, rejoiced collaboratively, and set a good pattern for others to emulate (Raidah, 2014). Encouraging the heart is a leadership practice that provides individual and institutional advantages. It supports my leadership skills by fostering strong workplace relations, which boosts efficiency. Feeling pleased regarding one’s job and successes drives involvement, which drives efficiency.
Based on the employee satisfaction survey review, I discovered that the institution should improve on enabling others to act and challenge the process. Enabling others to act makes the employees feel engaged, which fosters their efficiency. Through this initiative, leaders are comfortable allowing others to take charge and initiative since they recognize the capabilities of the individuals in the organization and genuinely believe in every individual’s capability. Leaders that excel at this exhibit two crucial leadership behaviors: encouraging cooperation and empowering employees. Leaders that encourage cooperation create enthusiastic organizations (How to engage employees – A complete guide for managers, 2019). They proactively engage others because they recognize that mutual regard is what drives outstanding achievements. They strive to establish a trusting environment by strengthening employees and making each individual feel competent and influential. Enabling others to act enables the employees to feel more engaged with their bosses, who in return are given guidance on their activities and comments on their progress. These workers will have a significant regard for their supervisors, contributing to their perception of being a significant organization member. In the challenging process, leaders look for ways to transform the existing paradigm. They seek new and creative ways to strengthen the institution. They explore and undertake risks as a result of this. And, since leaders understand that taking risks entails making errors and failing, they embrace the unavoidable setbacks as development experiences. Challenging a process enables the leaders to identify the existing causes of poor employee engagement and develop ways of establishing innovative measures to encourage a solid employee engagement.
However, I also discovered some leadership behaviors that the organization had succeeded in, including modeling the way and inspiring a shared vision. When it comes to modeling the way, it all comes down to effective attitude and conduct. Leaders remove impediments and red tape that could stymie a seamless transformation. They establish limits and standards so that employees comprehend what is anticipated of them, permissible and unacceptable behavior, and their unique participation in the organization, thus maintaining a solid relationship with their leaders. Leaders skillfully guide and encourage from the sidelines, successfully guiding the way. Leaders that establish a good example urge others to do the same. The regularity of their behavior, attitudes, and ideals creates a foundation for employees to express themselves, share views and thoughts, and try innovative activities, thus fostering a solid relationship with the employees. Also, by inspiring a shared vision, it strengthens the organization greater than togetherness. Employees who are fully involved – that is, who are inspired in their position and take pleasure in their work – become self-motivated and generate meaningful commitments to the institutional mission (How to inspire a shared vision, 2020). When a leader takes a collaborative strategy, organizational workers and coworkers become more engaged. Developing a common vision fosters engagement, dedication, and consistency.
References
How to engage employees – A complete guide for managers. (2019, May 28). Nutcache. https://www.nutcache.com/blog/how-to-engage-employees/
How to inspire a shared vision. (2020, August 14). Christian Muntean. https://www.christianmuntean.com/how-to-inspire-a-shared-vision/
Raidah S.al-Baradei. (2014). Encouraging the heart. ScienceDirect.com | Science, health and medical journals, full-text articles and books. https://www.sciencedirect.com/science/article/pii/S235264671400012X
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