start by saying that: Leadership is not something you do to others, but something you do with others.
So the requirements for effective use of the model of Situational Leadership II are three diagnostic capacity, flexibility and partnering in the management of performance. They do not involve great difficulties, but they require some practice.
before competence: diagnostic capacity. As we have already observed, the situational leader must assess the level of growth of the employee. How do you do in practice? Should consider two factors: the competence and dedication. Competence is the sum of all knowledge and skills which the employee has with respect to a particular task or objective. The most effective tool to evaluate the competence and performance. The employee knows how to plan, organize, solve problems and communicate on a particular task? Can realize the goal set with precision and punctuality? Competence is acquired through education Formally, the job training and experience, with direction and support needed, can improve over time. The second factor to consider in assessing the level of growth is the dedication: the motivation and confidence that the employee shows towards a particular goal or task. Prove you are interested and feel enthusiasm for a particular job? It is self-confident? They have confidence in their ability to achieve a certain goal or task? If motivation and safety are high, then the employee has a good level of dedication.
Second expertise: flexibility. The manager who has learned to safely use the different styles of leadership has become the second jurisdiction of situational leader: flexibility. As the person grows, the leadership style must change accordingly.
Third expertise: partnering in performance management. The third responsibility of partnering is the situational leader in performance management, the ability to act as partners of their employees towards achieving a common goal. Partnering involves the free exchange of information and dialogue on improving the quantity and quality. At this point comes into play the concept of partnering or collaboration towards a common goal. This jurisdiction is to obtain the consent of persons to use the leadership style most appropriate for their level of growth. Collaboration is also what allows the employee to request the chief leadership style they need. Since this relationship involves a new type of exchange between leader and follower, it is to be sure that you have acquired a good understanding of the concept of situational self leadership.
(Continued ... effective leadership is a process of transformation).
Pier Giorgio
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