Failing to Celebrate Victories. Another pitfall that leaders may fall into is failing to celebrate working accomplishments. I experienced this pitfall working with my head teacher Debbie. For instance, the celebrations at work were not always honoring a victory, but we had an end of the year parties and sometimes holiday parties. Debbie never came to any of the parties. Of course, my coworkers and I felt that she was not part of our team and did not care about us or our work.
Several years in a row we had an end of the year party’s in the classroom after the children would leave to help relax and talk about all of the good things that happened through the year. Every one of these parties Debbie would leave before the party began and never
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The last leadership pitfall is when leaders overwork their employees (Comaford, 2014). Many employers believe that short periods of having their employees work harder and longer will pay off with short term gains and makeup for previous slower productivity (Stillman, 2014). However, there is a recent study called the Towers Watson 2012 Global Workforce study and it explains that making employees work harder does not end with businesses thriving and not even when its temporary (Stillman, 2014). The Towers Watson 2012 global workforce study “concludes that the traditional definition of engagement – the willingness to invest discretionary effort on the job- is no longer sufficient to fuel top performance in a world of relentlessly increasing demand, the problem is that “willing” doesn’t guarantee “able” (Stillman, 2014, papa. 4) The study also finds that the businesses that overwork their employees will have productivity problems and employees will eventually quit their jobs. Another, the Towers Watson study says that the Sustainable engagement is more important because it will allow the work surroundings to activate employees by helping their personal, emotional, and communal happiness (Stillman,
Leadership is the most important part of running a successful operation. In the opening paragraph of the Blue Ocean Leadership article, the author explained to the reader that poor leadership is a key cause to why employees may be disengaged. When an employee is disengaged, they will be less productive thus harming the organization as a whole. In Blue Ocean Leadership, we will identify who the disengaged employees are, and how we can convert them to engaged employees. This article presented a very special leadership framework, that I will reflect on in this essay by summarizing the article, discussing the application of this framework, as well as critically analyzing the issues presented in this article.
In the context of the Situational model leadership theory, there are three identifiable weaknesses in my leadership practice. These weaknesses represent shortcomings in my role as a leader and might prevent my team from fully executing the organization’s mission. The three weaknesses are:
Dr. Kerfoot (2006) suggests that there are leaders who are genuine and supportive with regard to frontline employees and can identify with their needs and then there are those that are self-motivated and self-loathing that they neglect the important needs of the staff and are pre-occupied with the managerial tasks at hand as they deem employee needs less important but Farber (2004) purports that leaders must prove their leadership by their actions of doing what is moral and ethical, “demonstrating progress and literally changing the
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
The leader trusts his personnel and leaves it free to work by his own program. He supports his team and he is ready to help them at any time. The staff is satisfied because he has the control of the work and the productivity in most cases is high. The style requires from anyone, deep knowledge of the sector.
Dr. Sutton highlights what it takes to be a good boss. People that work for a good boss are 20 percent less likely to have a heart attack (Sutton, 2010). Dr. Sutton wrote that teams with stronger leaders cost the company less money and achieved their work better (Sutton, 2010). Engagement and performance of employees were based upon their direct boss and not if the company was good or bad (Sutton, 2010). Most bad bosses have employees who have check-out: actively disengaged, and undermine their co-workers accomplishments. Managers have to find the balance between performance and humanity to be successful. Performance is about doing everything possible to help followers do great work; while humanity is about employees experiencing dignity and pride. Treating managerial work as an endurance race instead of a sprint race with small wins will lead one to becoming a good boss called grit by Sutton. Sutton believes that good bosses walk a constructive line between being assertive and not assertive enough with guidance, wisdom, and feedback that he called Lasorda’s law (Sutton, 2010).
Hi Marie an effective leader is constantly working and is easy on their employees because they realizes that in many cases it’s the process and not their staff that requires some measure of objective intervention. This understanding is ultimately demonstrated through a proper mix of process and personal growth (Maxwell, 2013). Therefore, I completely agree with you when you stated that “they are natural committed” and because of this “proper mix” they become more enthusiastic and energetic about their work. Their ability to accomplish extraordinarily complex tasks with grace and ease, increases the success of an organization. More importantly, personal growth is a lifestyle change and expectation, coupled with the rise of knowledge workers
To encourage the heart of others leaders need to appreciate the individual and team efforts of their employees. Recognizing superior efforts with rewards and celebrations honors individual and team productivity (Kouzes & Posner, 2007). The spirit of a thriving, victorious work community is contagious like a smile. Yes, yawns are contagious too however employees who are valued with spontaneous celebrations are less likely to be sleepy or bored (Alter, 2012). Leaders who engage workers intimately daily are enriched with knowledge and understanding that cannot be found sitting behind their desk thinking about ways to participate (George & Sims, 2007). Mutual respect and trust is built upon knowing and understanding one another (Alter, 2012). Authentic leaders who actively participate with employees are rewarded with deeper connections and enhanced, trusting relationships (George & Sims, 2007).
My biggest personal leadership failure occurred earlier this year when I worked at Einstein Bros Bagels at Coffman Union. I stayed there from January until April making and serving bagels to customers. However, I had the morning shift, the busiest period of the day. Long lines would form every time I was there, and sometimes I couldn’t catch up. One day in April, my co-worker, a veteran making bagels, was absent, and someone who didn’t have as much experience replaced her. What followed was a mess. My team chemistry with the replacement was dreadful, and a ton of people had to wait a while for their orders. My manager saw the incident, and after my shift was over, he gave me the option of leaving my job. I accepted, but my self-confidence was in a state that was beyond repair. It was one of the first times that I felt I let others down with my work performance. I learned that I shouldn’t expect to be great at everything and that I should analyze my weaknesses before taking on something challenging.
Morgan, T. (2007). Overpower Weak Leaders. Business Journal (Central New York), Vol. 21 Issue 16, p26-26. Retrieved from EBSCOhost
In an employment era characterised by people-centric organisations, it is understandable that the concept of employee engagement has gained increased prominence. In theory, employees are motivated when given autonomy, self-confidence through feedback, respect from management, and freedom to take action without reprisal, which increases productivity and service levels (Macy, 2009:12-13). Unfortunately, despite this conceptual ideal, contemporary research and practitioner studies continue to demonstrate that there is a lacuna between the theory of employee engagement and the reality of it in day-to-day businesses. According to a recent report, The State of Employee Engagement, published by Smith and Henderson, only one third of businesses focus
Organizations have leaders who are effective and ineffective. Many of us want to be leaders but, do we have what it takes to be effective or are we going to be ineffective. Leaders are people who build their organization and employees up. Ineffective leaders are those who only care about getting a check. This paper will discuss effective and ineffective leaders. The effective and ineffective leaders I have had the pleasure to work with.
...adership Practices in Relation to Productivity and Morale." In D. Cartwright and A. Zander, Group Dynamics: Research and Theory, 2nd ed. (Elmsford, NY: Row, Paterson, 1960)
There are many examples of poor leadership behavior in today’s workplace. Inadequate leadership can be detrimental not only to a team within an organization, but also to the entire organization itself. I believe it is vital for upper management to ensure that their leaders are properly trained and aware of how to handle certain situations and employees. When a leader’s weaknesses are overlooked, large problems occur.
Leader should have the shared responsibility and collaborative quality. For example, instead of making the strategy alone, he will gather the idea of all brilliant workers to increase the productivity of the organisation.