Moving onwards, a participative leader recognizes that suggestions, opinions, and recommendations from subordinates are important when making decisions. Accepting that participation is important to my team, I will have the opportunity to welcome open dialogue. This characteristic in my leadership style will lead to further communication without worry of negative barriers or disrespect. As I am concerned about the training for my new hires, I hope to draw in my more experienced employees to aid in this effort.
With their expertise, participative efforts, and striving to achieve a common goal they will retain employment under me as well as stimulate their own interaction between the new hires. I also believe that this leadership style plays a key role in the achievement-oriented leadership style. The achievement-oriented leadership style maintains that as a Director I should set challenging goals for my subordinates. In this case, my experienced and disgruntled subordinates will find that a new challenge will take their minds off their concern about my handling my role appropriately.
In addition, as they will be training the new hires they will have their fair share of divvying up control over tasks. I also believe that via this leadership style I can ease my concern that my employees do not feel confident in themselves or my role. As they begin to achieve the set forth goals they will be rewarded in various ways, whether via recognition or promotion, so that they can continue to grow in their chosen career paths. Because we are a voluntary organization we might have problems with implementing a compensation programs simply because we may not be compensating.
In addition, available funding may be limited as is for the program. For all organizations though, there are problems with compensation programs. These programs range from performance orientation to market measurement to compliance (Jensen, McMullen, and Stark 2007, p. 2-4). I recognize that my employees have a need for rewards, and by clearly laying out my control of those rewards I will obtain the respect that I need to built team spirit and unit.
This increase in confidence in their ability to meet set goals will encourage them to reach out to me with concerns or desire for further challenges. Because this is an entirely new unit, I will have to take on the role of mentor and coach. In this role, I will be using the various listed about leadership styles to virtually coax my employees. I will also be charting out realistic goals or paths for each of my employees so that they can feel that I support their goal achievement and hence reduce any frustration or barriers that they might be experiencing.
These supervision-al practices will cease to limit individualistic attitudes and instead focus on the team goals (Donnelley, Gibson, Ivancevich 1984, p. 403-411). In addition, as I will be diving up responsibilities between management figures and staff members to complete the common goal of creating a staff handbook I will have to focus on problem attributes between management and the staff. Among these attributes are seven situational factors found in the Vroom-Yetton theory. I will be focusing extensively throughout the paper on the ones which concern me the most.
Below is listed a synopsis of the seven situational factors that I will be encountering in my new unit and with both my experienced employees as well as with my newest recruits: Decision: Importance of or quality of Sufficient information: Does management have it and the expertise to make a good decision using it? Structure: How has the problem been structured? Acceptance: Will employees accept the leader’s decision? Motivation: Are employees feeling ‘it’ and strive to achieve the goals or objectives set out?
Conflict: A gauge of how much conflict will arise over preferred solutions These seven situational factors can severely hinder a goal or project being accomplished. As it is vital to analyze or at least be forewarned should the situation arise, I believe it is in the best interests of my unit to address such concerns early on (Donnelley, Gibson, Ivancevich 1984, p. 403-411). As an executive, I have found that it is vital that all decisions be made based upon well grounded and a well-informed background.
Research has shown that decisions made upon well-balanced information are vital and because of this I must rely on my employees as my specific resource. My subordinates know that our interrelationship is ultimately productive if we continuously communicate they can accept that I am aware of all the situational concerns or difficulties encountered. As a manager, I have learned how to use ‘policy language’ and understand what words are and explicitly what they mean in certain contexts (Drucker 1986, p. 346-348).