Understanding leadership styles within an organisation Set out here the various leadership styles ie Alimo Metcalfe The engaging leadership model. Also add afew more .
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This style should only be used on rare occasions. This can be used if staff needs to be instructed to complete a piece of work. Participative This leadership style involves the leader and one or more employee, in the decision making. However it is the leader that makes the final decision. This method is used when the leader has part of the information and the employees have the other. The leader does not have to know everything; hence the employee being a knowledgeable and skilful employee could assist the leader.
Using this style is of a mutual benefit, as it allows the employee to feel part of a team and allows the leader to make better decisions. This style of managing is useful if you wish the staff to be involved in the decision making and allows the staff to be part of the team. It also enables the managers to utilise the skills, experience and expertise within the team. Delegative In this style the leader allows the employee to make the decision. The leader however remains responsible for the decisions that are made.
This method can be used when the employees are able to analyse the situation and decides what is to e done and how to do it, it allows for the leader to set priorities and delegate certain tasks. This should be used when there is full trust and confidence in the employee. The forces that influence the style to be used are: * How much time is available * Are relationship based on respect and trust or on disrespect and mistrust. * Who has the information * How well employees are trained and how well they know the task. * Internal conflicts Stress levels * Type of task i. e. structured, unstructured, complicated, or simple. * Laws or established procedures. In using this style of managing is what you would want to have within your team, but this would be dependant on the member of staff, their skills, experience and whether they can be trusted to carry out their task. The London Borough of Enfield has devised a document called the “Councils Leadership Competencies Framework, which describes the competencies and levels that they want their leaders to aspire to.
The framework has been developed to reflect the council’s ethos and the major changes that are to take place within the council, with a shrinking budget and resources and an ever more rising demands on our services. The model that the council promotes is one that gives leaders the opportunity to analyses their leadership roles and responsibility. The London Borough of Enfield has thirteen competencies within the framework. These are arranged in four clusters, Personal Resources, Core Behaviours, Leadership and Technical and Professionals Skills. There is an expectation that as managers we will adopt this style of leadership
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