Date: 24 May 2013
Assignment title: Understanding Leadership
I would like to present my knowledge and understanding of different leadership styles. I will explain why different styles or behaviours have positive or negative effects on individual and group behaviour. I will also identify actions which I can use to enhance my own leadership behaviour. The first question to consider is what makes someone a good leader? A leader is a role model who delivers performance by enabling and trusting the team and individuals, to fully develop and utilise their skills and experience. The leader ensures the team “gets the job done” effectively and efficiently through good planning and organisation, delegating tasks to appropriate individuals, developing and inspiring them to achieve and monitoring their progress. A leader works with others to accomplish goals of the organisation. Leadership styles are techniques used to influence the performance of others. A good leader appreciates that everyone uses the four learning styles differently: 1.
ACTIVISTS – Prefer to learn by doing something immediately; they get on with it. 2.
REFLECTORS – sit back, watch and listen to others doing the task beforehand. 3.
THEORISTS – want to understand a wider picture and they prefer to build systems and take things down from first principles. 4.
PRAGRAMATISTS – experiment by trying out new ideas to see it working with their own eyes. Team members need to be given enough authority to carry out tasks effectively. Team work is very important as without it tasks do not get completed. The Belbin’s team roles system is helpful for me to help identify which people are better for certain tasks. On one occasion, my team were asked to accomplish a big task and during that day I observed each team member. I found that my team had people playing many roles from the Belbin system including: 1.
PLANT – the source of the team’s ideas. Very clever and will come up with brave new ideas. 2.
RESOURCE INVESTIGATOR – dominant, relaxed, enthusiastic and positive member who is open to new ideas. 3.
CHAIRMAN – dominant and outward looking but they may not always be the leader of the team. 4.
SHAPER – more likely to lead the team if the chairman is not the actual leader. 5.
MONITOR EVALUATOR – inward looking but very intelligent. They offer valuable measured analysis that prevents the team following wrong ideas. 6.
TEAM WORKER – inward looking, quiet but very aware of team and individual’s needs. They are often good communicators and help to keep strong relationships within teams. 7.
COMPANY WORKER – inward looking and controlled. The practical organisers who take team decisions and turn them into meaningful and manageable tasks. 8.
COMPLETER/FINISHER – inward looking and they tend to worry about what might go wrong. Will check every detail to ensure nothing has been overlooked.
My observations taught me how to recognise the right person for the right task, I also realised my Belbin role and what level of influence I need to use to complete tasks successfully. I realised I don’t always take the same Belbin role, it can depends on the situation. In the first task, I was a Completer/Finisher, Shaper, Company Worker and in the second task I was Plant, Chairman and Shaper. The first task was to re-work pallets that were restricted due to incorrect labels or product in boxes. I was a shaper because I recorded what we did and organised people and resources. I was a company worker because I helped staff to rework pallets. We received positive feedback for doing the task in a short time with a good result. In the second task, I was asked to help run pouching production overnight due to high customer orders. For this task I took the chairman/shaper role and I asked my manager to get me the most capable people to do this task. In the same task, I was also a plant and I contributed some very good ideas that helped us to complete the task...
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