Huda Principles of Supervision P14
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Huda Principles of Supervision P14
Step 1: Blake and Mouton Managerial Grid
As a leader, I would fit the grid “concern for people” according to my personality traits, am an accommodating leader, and prioritize the employees’ needs. Coordinates include country club (1,9). As a leader, I believed that when the employees need is satisfied, they feel motivated and produce their best. Pay employees enough salary, and in time then they will create their best at the workplace. Another coordinate is team management (9,9). As a leader, I put the focus on the employees’ needs and the task performed. As I will be empowering employees by ensuring their needs are satisfied, I also need maximum output from them. Employees at some point to be paid for only what they have done. At some point, I will also practice the middle of the road (5,5), maintaining its goals and the employee’s needs. Maybe the salaries and the bonuses for the employees can delay, and other company’s plans are postponed.
Even though I am so concerned with the employee’s needs, I also believe that so long as the employees’ needs are satisfied, they should produce their maximum output. If an employee fails to produce their best and their needs are met, I will fire the employee and look for a replacement.
STEP 2: Hersey Blanchard Model
The leader has the responsibility to match the leadership styles with the subordinates’ readiness that moves in stages and continues in nature. The theory was developed by two scholars Paul Hersey and Kenneth Blanchard, and it is based on the willingness of the leaders to influence their followers. Readiness is on how the followers are willing and can comply to complete the assigned tasks. The followers must possess the knowledge, experience, and skills to complete the assigned task. Willingness is how followers are motivated to complete tasks. The leadership style also depends on the readiness of the followers. Readiness is divided into four levels.
My natural style is the R3 moderate to high follower readiness. I am always able, but I feel insecure about getting started; I feel insecure about influencing my followers because they may not take me seriously and sometimes ignore my orders. R4 high follower readiness, I find it much difficult for me to have the necessary confidence to manage my followers because I think I will not be fair to them at some point in life. Maybe be they can see me as a dictator.
STEP 3: Emotional Intelligence for Leaders.
Emotional intelligence is the ability to manage one’s own and other people’s emotions, understand different emotions, handle them appropriately, and use emotional information to control our thoughts and behaviors. Self-awareness is an essential aspect for any individual, including the leaders. Leaders are not able to understand their followers if they cannot understand themselves. Leaders need to understand themselves, and what they need to help them understand their followers, self-awareness plays a significant role in the improvement. Leaders understanding themselves first will enable them to understand and serve their leaders appropriately. For example, if the leaders do have goals to achieve in life or their business organization, they cannot manage their followers.
STEP 4: PICK 1 Article: Leadership Styles
All leaders do not possess the same attitude, leaders are different, and their approaches to handling their followers are different based on their followers and the situation. According to the article, leaders do not get things done in the same manner. They have different approaches that depend on the kind of followers they influence. The report suggests four leadership styles: autocratic leadership style, the leader has the full commands over their followers. Another style is the laissez leadership style, where the leader trusts the followers to know what is needed of them. Democratic/participative leadership skills where every person is involved in the decision-making and the last style is bureaucratic leadership. Leaders adhere to the organization’s rules and the outlined policies.
The author has outline four different types of leadership. Still, he/she has not specified the qualities or character traits that one needs to have the leadership style, and the author has not explained which is the best leadership style in different situations. The author’s leadership styles are found within the leadership styles’ standards, and each leader must fall under the categories.
References
Blake, R. R., Mouton, J. S., & Bidwell, A. C. (1962). Managerial grid. Advanced Management-Office Executive.
De Vries, R. E., Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership= communication? The relations of leaders’ communication styles with leadership styles, knowledge sharing, and leadership outcomes. Journal of business and psychology, 25(3), 367-380.
Irgens, O. M. (1995). Situational leadership: A modification Hersey and Blanchard. Leadership & Organization Development Journal, 16(2), 36.
Stein, S. J., Papadogiannis, P., Yip, J. A., & Sitarenios, G. (2009). Emotional intelligence of leaders: A profile of top executives. Leadership & Organization Development Journal.