The paper “ Leadership Management Problem Solving” is affecting the variant of the assignment on management. Reports indicate that business managers fail to perform well not because they harbor undesirable feelings and thoughts, but due to the fact that they get entangled by those thoughts in the same way that a fish is caught in a fishing net (Ibarra, 2015). This happens in two major ways. First, the manager buys into the thought by treating them as facts and avoids roles that are going to evoke the memories at all costs (David and Congleton, 2013).
They go as far as not accepting to take the new challenge. Secondly, they do this at the behest of their subordinates by challenging the thoughts and attempt to rationalize them away. In both cases, the manager is focusing too much attention on their internal self that it could compromise their ability to make better use of their decision-making strategies (Ibarra, 2015). Instead of trying to control unhelpful thoughts and feelings, accept themScholars have revealed that managers need to be confident and cheerful in order to suppress negative thoughts.
All human beings have an inborn stream of thoughts and feelings that comprise of perception on priorities, envy about the success of others, fear of rejected, and being distressed concerning perceived slights (Ibarra, 2015). That is what our minds are meant to do, trying to anticipate problems and avoid potential negative effects. Dr. Billings needs to manage his emotional reactions to the new task of introducing the new innovations. He needs to be motivated to trust in his ability to effectively handle the change as well as making sure that the subordinates embrace it to (Ibarra, 2015). Instead of acting on your distracting or discouraging thoughts and feelings, act on your values There is a better way of dealing with the negative emotions according to David and Congleton (2013) in such a way that one can do away with stress, eliminate errors, boost innovation and improves organizational performance.
This is without having to compromise the relationship between the leader and the subordinates. To achieve this, Dr. needs to achieve the expectancy theory that was formulated by Victor Vroom to act on his values.
The the theory states that the motivation of an individual will be huge when there is an expectation. If he believes that he can accomplish the task and the objective of reducing the cost of carrying the service, then he is aligned with expectancy (Cuddy et al, 2013). Question one (part 2) To help Dr. Billings overcome the confidence issue on his leadership, I am going to recommend four strategies designed to deal with such reactions. Behavior focused strategies: Dr. Billings needs to come to the terms with the reality that he is stuck before he can initiate any changes.
Rigid and negative thoughts and feelings have no place at the workplace. Powerful leaders don’ t get tied up with or attempt to stifle their internal emotions. Rather, they approach them in a careful, values-driven, and gainful way, creating what we call enthusiastic readiness (David and Congleton, 2013). In our unpredictable, quick changing information economy, this capacity to deal with one's musings and emotions is vital to business achievement. Various studies, from the University of London by Professor Frank Bond and others, demonstrate that emotional agility can individuals mitigate push, diminish mistakes, turn out to be more creative, and enhance work execution.
The leader should be cheerful; they must project a lot of confidence and do away with negativity that boils within them (Ibarra, 2015).
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