Social-learning theory states that “people can learn through observation and direct experience (Robbins & Judge, 2009).” In many organic organizations, learning by “hands-on” is the essential ingredient to a successful organization. Their openness allows this type of training to flourish among the managerial-employee relationship. While social-learning may be applicable and positive for the concept of leadership, there may be a contrasting view in terms of the concept of office politics. In other words, learning by observation and experience from the daily transactions that go on in the organization will bring the best qualities out of leadership, and vice-versa, but it may bring about the worst of the organization in terms of politics. Leadership, …show more content…
This could be done in two general ways: formal and informal. By formal training, the manager strictly relies on and adheres to the procedures and guidelines of the organization with a limit on flexibility. Contrary, the informal method of training allows flexibility and encourages a “learn-as-you-go” method of training. Within my organization, personally, we have a hybrid of both. The specific rules and procedures are laid out to the employees, but their training continues whenever new projects come about. For instance, those who are more experienced in the given project assigned are delegated the task to become the educators to train the other employees as to how to correctly handle the task. This is where social-learning theory comes into play and creates a precedent on how to educate new employees. Whenever a new employee comes into the organization, the manager (myself) trains the employee in all procedures of the organization. The supervisor encourages communication among the new and old employees; at times the supervisor is unavailable and needs to rely on the experience of the other employees to assist the new employee if he/she runs into a conflict. The new employee starts learning the cultural traits of our organization, embeds them into their personality, and reciprocates the same training methods that were previously used for that individual. This is how …show more content…
Christians in leadership roles know how important the concept of social learning is to whatever their respective organization. Any habits the leaders demonstrate will be accepted as the norm for their new employees. This is the same concept when it comes to all types of mentoring and guidance: parenting, mentorships, teaching, etc. God informs us the best way to teach is to lead by example. For managers from a Christian background, it is imperative to present the best, and honest, look that reflects the values of the organization. In other words, to ensure that the new comer will be a model employee, managers must demonstrate work ethic that is desired to permeate through the culture of the
Supervisors are acting as trainers when implementing the formal orientation and OJT process. It is important that they thoroughly learn the content of the orientation process, as well as learn how to implement the process with new trainees. By implementing the Train-the-Trainer Model, Burgess is ensuring that each direct supervisor, receive the same training and have common KSA regarding the support and preparation of new employees. She increases the likelihood or consistency for the job site training offered each need employee. Additionally, with Train-the-Trainer model, direct supervisors can understand their roles in the process and it further increases their accountability regarding the success of new hires at their
Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American
The following briefing paper has been prepared to assist you in preparing your speech to the local chamber of commerce. The topic you have been asked to speak on is outlining the differences in leading an institution of higher education as opposed to running a for-profit business. The briefing highlights key points from three oft-referenced scholarly articles on the topic of higher education organizational theory and leadership. These points explain higher education structures and the differences between higher education organization and leadership and what your audience might be accustomed to. I have included references for your aid.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Chapter 12.3 discusses approaches to leadership. The leadership theory of Leader-Member Exchange suggests that “leaders adopt different behaviors with individual subordinates and that the particular behavior pattern of the leader develops over time and depends, to a large extent, on the quality of the leader-subordinate relationship” (Landy & Conte, 2013, p. 494). In essence, this leadership theory references how close the leader is with the staff member. Is there a feeling of trust? Is the staff member one that holds expertise in their role that the leader can rely on? Building a relationship with a staff member doesn’t happen instantly. The relationship grows over time which can result in staff members being a close confidante to the
Before you can summarize the concepts related to leadership theory, you have to define what leadership is. Leadership is a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task or goals. The fundamental concept of leadership is indirection. In any organization, the leader indirectly impacts the performance of the organization through the performance of individual team members. To make that impact, the leader takes on the role of the coach, and the inspiratory. As the coach, the leader improves the performer's skills. As the inspiratory, the leader inspires the passion required for optimal performance. A good leader can make decisions with a clear mind and will listen to theirs but can run through every consequence and possibility in their head. They take every angle and come out with the best answer for the majority of the people or situations it effects. And will not let their emotions be shut off but will have feeling where it is needed.
There are many definitions with regards to leadership, but what defines 'effective leadership' and how is it evaluated? Chemers (2000) explained that effective leadership is "follower satisfaction and group performance." (p. 28) G. Yukl expalined "there is no correct definition of leadership; it is only a matter of how useful it is increasing our understanding of effective leadership."(Yukl) How does an organization establish effective leadership? While some leaders of organizations direct considerable resources to find, train, and mentor managers to be effective leaders, many leaders of organizations put little research into the subject of effective leadership. Whatever the organization's policy on selecting the leadership group is, such as to promote from within or to hire from outside, most organization's leaders make decisions without a full understanding of leadership theories. The missing aspect that many leaders and developers of leaders ignore is that the construct of leadership is not an individual endeavor, but rather one that must include the organization as a whole. Leadership is not just the sum characteristics of an individual (leader) but should include the leaders, the followers, dyadic relationships, and group relationships. Hogg and Terry (2000) explained that "organizations are internally structured groups that are located in complex networks of intergroup relations..." (p. 121).
The Keller Case Paper describes Wolfgang Keller and the way he is trying to turn around the Konigsbrau-Hellas beer company subsidiary in Greece. In this paper, the leadership style that Keller was effective in using as well as the business concepts that made him an effective leader will be further explained.
Boone, T., Reilly, a., & Sashkin, M. (1977). SOCIAL LEARNING THEORY Albert Bandura Englewood Cliffs, N.J.: Prentice-Hall, 1977. 247 pp., paperbound. Group & Organization Management, 2(3), 384-385. http://dx.doi.org/10.1177/105960117700200317
Hall, Peter, & Norris, Peter. (1993). Learning for leadership. Leadership & Organization Development Journal, 14(7), 35. Retrieved August 25, 2011, from ABI/INFORM Global. (Document ID: 81758).
The emphasis on leaders being not just executives and managers, and that not all executives and managers are leaders, is extremely vital. Anyone can strive to be a leader in whatever organization in which they are involved. Bennis and Nanus claim that leadership is about character, setting the example for how team members treat one other (and in a corporate setting, their clients as well), being truthful and sustaining organizational trust, and encouraging themselves and others to learn. On one hand, it can be easy to see how many people in leadership positions do no match up to these standards of leadership. On the other, it seems a bit like common sense to be truthful to others and to effectively communicate with people who work together everyday. Leaders is an effective tool for summarizing and inspiring leadership not in that it teaches tough strategies and manipulations, but that when looking at an overview of its content, Bennis and Nanus are essentially teaching human relations and human decency. All in all, this book highlights strategies for us all to be better in our lives and our everyday
I have seen office politics at its best, and more often at its worst. After being in the workforce for thirty-six years, from entry level to middle management, I have learned this; no matter what business you are in, if you have more than 3 people, you have an atmosphere for office politics. Two get friendly and one is out in the cold. Before you know it, your business is under attack from within; therefore, being very aware can put you on...
KOTTLER, J.A. ENGLAR-CARLSON, M. 2010. Learning Group Leadership, An Experiential Approach. 2nd edn. London: Sage
Experiential learning theory, conversational learning, and seminar practices combine to shape an educational experience that is grounded in principles of appreciative inquiry.
Leadership is not a position or a title it is action and example. In this Reflection, I will write about course topic, Leadership examples and me as a leadership. In course topic, I turn to what was the most interesting topic to me, which topic I find it difficult and which topic I find it useful for the future. In the Leadership examples, I turn to the most interesting thing I learned about a famous leader. The most important thing that great leaders all have in common, and I describe one famous leader’s approach to leading. In me as a leadership, I turn to what did I learn about being a leader from doing the classroom activities. What I will do is I was given a job as an office manager after graduating and if I would like