Case Study On Leadership Coaching
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If there is one ever--green precept in management, this is it. Leadership. A typical googling on this topic would result in millions of web pages. Even after decades of search and research, there seems to be no light at the end of the tunnel. Leaderships engaged some of the finest researchers and consultants for decades with no clear and definitive formula for being a good leader. IBSCDC’s collection of case studies on leaderships reinforces the importance of leaders in any successful organization while highlighting the constant challenges that a leader faces. Leaderships are a very scarce commodity. Indeed, many of the problems in organizations worldwide have been rife because of a lack of effective leaderships.
There is a difference between management and leaderships. Management is about getting things done. Managers organise human and physical resources to achieve business aims and objectives. Leaderships are about influencing, motivating and inspiring people. It is about coaching and developing people, treating them with respect but challenging them. Leaders seek to create strong teams, with people committed to the organization’s overall goals. The process of managing starts with the target or objective to be achieved. A manager must decide on the appropriate approach for reaching that target. The manager then needs to communicate this approach clearly to his or her team and to allocate tasks to each team member. Task allocation and delegation of responsibility is part of the management function. However, other factors will also have an influence on whether the target is achieved, including the task in hand, the skills of the team and the style of leaderships. The style of leaderships can vary depending on the task. Some managers allow teams to take charge of their own decision--making for many tasks. Team leaders will set the objectives but empower team members to decide how these objectives are achieved. This has several advantages. It helps to motivate individuals in the team and it draws on the expertise of the members of the team. Leaders need to be inspirational, creative and innovative, ready to embrace change and with a long-term vision for achievement. Effective leaders manage by example and in doing so, develop their teams. It requires leaders who can motivate, problem solve and build great teams. The business writers Tannenbaum and Schmidt categorized different style of leaderships. They suggested that leadership’s style could be explained on a scale ranging from ‘autocratic’ through ‘democratic’ to ‘laissez--faire’. The autocratic or authoritarian style is characterized by an ‘I tell’ philosophy. Autocratic leaders tell their staff what to do. This can give a business clear direction but it may also lead managers to undervalue or ignore input from their teams. However, an autocratic approach is appropriate in some situations. It is valuable when the business faces a crisis or when an urgent problem arises that requires an immediate response. There is some leaderships approaches that sit between autocratic and democratic. These styles allow team participation up to a point. However, the manager reserves the right to make the final decision. Managers adopting an ‘I sell’ philosophy will try to persuade their teams to accept their viewpoint. Managers adopting an ‘I consult’ approach will seek the opinions of subordinates before taking a decision. This is moving closer to a democratic style of management. The best managers adopt leaderships styles appropriate to the situation. Some mistakes may be made, but they are used as a learning experience.
Although each person will have their own preferred leaderships styles, the most effective leaders adopt a style appropriate for the situation. They will consider several factors in deciding which style to use: The task -- Is it business critical? Must a decision be made immediately? What will be the potential impact on the business? The team -- Does it have the right skills and resources? Is it used to making decisions? Tradition -- What has been the norm in the past? Managers have to be aware of the possible consequences of using the wrong style in a particular situation. People at each level of responsibility, from administrators and customer assistants to directors, face different types of decisions. Each comes with its own responsibilities and timescales. These will influence the most appropriate leaderships style for a particular piece of work or for a given project or audience. Various internal and external factors may also affect the choice of leaderships style used. Internal factors include the levels of skill that employees have. Large teams may have members with varying levels of skill. This may require the manager to adopt a more directive style, providing clear communication so that everyone knows what to do to achieve goals and tasks. On the other hand, team leaders may take a more consultative approach with other managers of equal standing in order to get their co--operation for a project. In order to build a sustainable and robust business, there are critical success factors (CSFs). These are linked at all levels to its business goals. Some CSFs apply to all employees. These are: customer focus --- to ensure delivery of ‘every little helps’; personal integrity --- to build trust and respect; drive --- to achieve results, even when the going gets tough; team working --- to ensure positive relationships in and across teams; developing self/others --- to motivate and inspire others. Others are specific to the level of responsibility the person or role has and covers: analysing and decision making; managing performance; managing change; gaining commitment. By meeting the requirements of these CSFs, managers can build their leadership skills & contribute to the growth of the business.
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