Leadership and Management
Assessing Your Own Leadership Capability and Performance
Leadership Styles
Initially I plan on reviewing the prevailing leadership styles in my organisation and then assessing the impact of these on the organisation’s values and performance.
In order to assess the leadership styles I have produced a questionnaire (see appendix 1). The questionnaire was designed to find out how directive, participative and permissive each manager in our organisation is and then study the most prevailing style.
It was evident from the information collated that the prevailing leadership style in our organisation is participative and directive rather than permissive.
On assessing this information it became apparent that our manager’s leadership styles reflect a Contingency theory and they rather be present and take part in services in order to ensure controlled success.
Contingency theory is a class of behavioral theories that claim there is no best way to lead a company, or to make decisions. Instead, the best action is contingent (dependent) upon the situation. Several contingency approaches were developed in the1960s.
They suggested that previous theories such as Weber 's bureaucracy and Taylor 's Scientific Management had failed because they neglected that management style and organisational structure were influenced by various aspects of the environment: known as contingency factors. There could not be "one best way" for leadership or organisation.
Historically, contingency theory has attempted to formulate broad views about formal structures that are typically associated with or best fit the use of different organisations. This perspective originated with the work of Joan Woodward (1958), who argued that skills directly determine differences in such organisational attributes as a span of control, centralisation of authority, and the formalisation of rules and procedures.
My Organisation Values and Performance
The organisation that I work for delivers a range
Leadership Styles
Initially I plan on reviewing the prevailing leadership styles in my organisation and then assessing the impact of these on the organisation’s values and performance.
In order to assess the leadership styles I have produced a questionnaire (see appendix 1). The questionnaire was designed to find out how directive, participative and permissive each manager in our organisation is and then study the most prevailing style.
It was evident from the information collated that the prevailing leadership style in our organisation is participative and directive rather than permissive.
On assessing this information it became apparent that our manager’s leadership styles reflect a Contingency theory and they rather be present and take part in services in order to ensure controlled success.
Contingency theory is a class of behavioral theories that claim there is no best way to lead a company, or to make decisions. Instead, the best action is contingent (dependent) upon the situation. Several contingency approaches were developed in the1960s.
They suggested that previous theories such as Weber 's bureaucracy and Taylor 's Scientific Management had failed because they neglected that management style and organisational structure were influenced by various aspects of the environment: known as contingency factors. There could not be "one best way" for leadership or organisation.
Historically, contingency theory has attempted to formulate broad views about formal structures that are typically associated with or best fit the use of different organisations. This perspective originated with the work of Joan Woodward (1958), who argued that skills directly determine differences in such organisational attributes as a span of control, centralisation of authority, and the formalisation of rules and procedures.
My Organisation Values and Performance
The organisation that I work for delivers a range
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