Leadership Communication and Managing People - Research Paper Example

Managing People Student’s name Code & Course Professor’s name University City Date Executive summary This report provides details of an assessment of my personal competencies through various competency framework and self-assessment tools. The main objective of the paper was to analyze my competencies as a manager of people, determine my leadership, value and communication styles in order to outline a personal action plan. The personal plan will have a strict time frame from which I will identify appropriate activities and plans that will help in improving my skills in the three competencies identified. The three competency tests chosen for the purpose of this paper are the communication style test, the situational leadership test and the competing values management practices instrument (Quinn, et al., 2015). This paper as based on my managerial experience and was used to develop a personal development plan lasting a year from November 2015 to the end of October 2016. 1.0 Introduction The healthiest workplace is one with diversity in terms of personality, ideas and backgrounds. It is only through the varied points of view that wholesome solutions can be arrived at. However, such a workplace also runs the risk of misunderstandings and conflict, as well as communication breakdowns from the top down, bottom up or among the employees themselves. The modern manager is expected to be able to manage the different people in the workplace, getting the most out of them and optimizing the productivity of the workplace environment. Diversity management, the process of creating and maintain a positive workplace in a situation where both the differences and similarities between individuals are varied, is important to the achievement of organizational objectives in the all-round modern workplace (Patrick & Kumar, 2012). Increasing globalization means more interaction between different people of different cultures, backgrounds and beliefs than ever before. The marketplace is no longer insular, but everyone now finds themselves part of worldwide economy, in competition with everyone else in the industry (Green , et al., 2012). This calls for managers to recognize ways in which the workplace is changing and diversifying, and ways through which they can improve their skills and competencies to make better managers given the circumstances. Effective management is an ongoing process, and there is a need for constant evaluation of skills and competencies, and the plugging of gaps that get in the way of performance. 1.1 report objectives There are different management, communication and leadership styles, as well as perceptions for every manager. Every manager has their unique styles of approach to management and leadership. There is no single best approach, and every style has its weaknesses and strengths. Often, to make the best managers of people, managers and supervisors have to learn from other management styles in order to identify their weaknesses and leverage their strengths for a better outcome. The objective of this paper is to help me identify my competencies through the various competency assessment tools, and help in the development of a personal development plan that will help me improve upon both my leadership strengths and weaknesses. 2.0 methodology 2.1 literature review Various sources were used to find appropriate competency measurement tools, examine their findings and evaluate what they mean for my leadership style. 2.1.1 competing values management practices instrument The competing value framework is one of the most widely used models in organizational leadership research, especially when dealing with organizational culture, leadership, learning, motivation and motivations. It has been identified as one of the more accurate models in various situations (Yu & Wu, 2009). The competing value framework, or CVF has two frameworks; one related to the organization’s focus from an internal focus to the external framework and the other related to the organization’s flexibility (Yu & Wu, 2009). The CVF helps the manager determine their dominant management style through an assessment that is done both by the manager themselves and their peers, supervisors and subordinates (Lincoln, 2010). The result from the competing values framework indicate that my strengths are with control, collaboration and creation. I expected these results since I have always been inclined towards a strict control of what happens in my departments. While I believe in giving people autonomy in what they do, I like to control objectives and targeted outcomes, and like to be in the loop regarding what goes on. I like to operate on principles and along laid down rule lines, without necessarily having profitability, at least in the short term as the leading priority. When comparing my perceptions with that of subordinates, I found small differences between subordinate perception of my work and what I think about myself. The trends were, however, in much the same pattern, with the only variations being in intensity. The two frameworks create two axes from which four quadrants of management and leadership competency can be measured and based; promoting and encouraging adaptability, improving productivity and increasing profitability, establishing and maintaining stability and control and the creation and sustaining of commitment and cohesion. A growing body of research shows that the best managers are those that are able to display behavioral patterns in all four quadrants in turn, depending on the current situation, a trait called behavioral complexity (Lincoln, 2010). The purpose of this test with respect to the development plan is to improve my capacity for the any one of the four when the situation requires it. 2.1.2 leadership style approach Leadership and teamwork are some of the most important elements of organizational success. The situational leadership theory combines aspects of leadership with teamwork. The value of this theory is in the fact that it goes beyond simply telling the leader how they should behave, but emphasizes the fact that one of the goals of leadership is the development of the group.According to this theory,the combination of leadership task and relationship orientation results in four quadrants; facilitating, coaching, directing and delegating (Northhouse, 2015). According to the analysis of the questionnaire results, my strengths were in facilitation and directing, with coaching coming third and delegating the lowest competency. These results reflected my inclination towards the control of outcomes, especially when working with less experienced subordinates. The situational leadership tool expands the scope by introducing the aspect of follower readiness. The rationale is that there is no single best way to lead, and the best situational leadership outcome will depend on the follower maturity and their willingness to achieve certain tasks. It is therefore the task of the leader to diagnose the requirements in each situation and come up with the appropriate leadership style per the given situation. This approach matches four task and leadership styles, ranked from S1 to S4, with different readiness situations, ranked from R1 to R4. (Northhouse, 2015). The role of the situational leadership test was to improve my ability to match different leadership scenarios to different readiness situations. 2.1.3 communication styles There are generally four quadrants into which one’s communication styles can fall as a leader; amiable, expressive, driver and analytical (Hartman & McCambridge, 2011). The amiable style of communication gets things done in ways that are less assertive than normal, combined with a fair degree of responsiveness. Amiable people are easy going and people oriented, with their friendly manner contributing to harmony in their interactions with others. They develop more personal relationships than other styles, which make them a major asset in business. The analytical communication type does not portray their feelings, and this can sometimes be seen as aloof or cold. Although they may feel deeply about issues, it is likely that they will talk about the facts rather than their emotions. However, in a few cases they might sometimes get carried away by emotions during conflict situations (Bolton & Bolton, 2009). The drivers, on the other hand, are often, as the name suggests the driving force behind action in the organization. They are motivated by goals and are very results oriented. Typically, they occupy positions in sales and management. They have the inbuilt ability to devote just enough time to the right activity, making them adept at time management. They also rarely ever struggle with making decisions and taking a stand. Expressive communication style describes those individuals who are visionaries and grasp the bigger picture. They are the most talkative members of the organization, often adept at making and using contacts. They have the propensity to listen to their gut feeling and ignore conventional points of view, a fact which makes them highly creative. However, sometimes they do not pay attention to detail which can be detrimental. Just like the other traits, there is no single best or even exclusive communication style. An analytical can display characteristics of an amiable person in some instances. From the results of the communication style test, my strengths were analytical communication style, amiable and expressive. The area I need to work on the most is in driver communication styles. In developing a plan of action, the understanding of communication style strengths helps in developing a style flexing approach. This is the deliberate action aimed at making communication styles compatible with those of another person or group. 3.0Managing competencies 3.1. Leadership style Every individual has an inherent leadership style that they favor. However, in every work place, different people respond differently to different approaches to leadership from their superiors. Depending on their favored style of communication, what will drive one person is different from that which drives another. Further, different situations, even with people who typically respond to the same leadership style, might require a different approach. This is the rationale for situational leadership. The subject of leadership is full of many classic models, many of which are still effective today as they were when they were invented. However, the field of leadership is constantly faced with the pressure for new and effective leadership. This calls for the concept of situational leadership. Originally developed by Paul Hershey, this is the type of leadership that attaches increased importance to the role of the subordinate. There is no single style of leadership that pertains to all situations in the workplace. Consequently, leadership style will change according to the skills and knowledge of the followers on any given task. Depending on the situation and the people involved, situational leadership helps the leader place more emphasis on either the task or the relationships with the people, to get the best outcome (Esther, 2011). 3.2 communication styles It would be almost difficult to understand the concept of situational leadership and its emphasis on the people without proper communication skills. One can hardly become a great leader without being a great communicator. It is important to note that that assertion does not say great talker, but communicator. It distances communication from much of what is taught in academia; delivery grammar, syntax and pronunciation. These aspects as taught in academia, concentrate only on the individual and not necessarily in a bad way. While these are certainly important, in the context of leadership, it is the communication that often counts (Myatt, 2012). Every effective leader must be able to communicate. Good communication skills is often one of the first attributes of a good CEO. Statistically, managers spend majority of their time communication. In fact, old studies on the time managers spend communicating indicate that they spend up to between 70 and 90 per cent of their time communicating. These studies were done in the seventies but with the advent of cell-phones, email, video conferencing and text messaging, some of these percentages would definitely still hold true. The sheer amount of time a typical manager will spend communicating underlines the importance that should be placed on communication in the workplace (Barrett, 2006). While there is no true definition of leadership, it is important to note that leaders inspire and motivate the people who work below them. Their job is to guide and motivate, get the expected results and mentor the people who are new to the organization. It is impossible to do this without understanding the different communication styles, which quadrant one falls under, and what they can borrow from other quadrants to make for the best leaders in different situations. 4.0 Action plan Areas for improvement Actions Timeframe Delegation of Tasks Working with immediate subordinates to devise a way to divide tasks and responsibility. This enables the completion of tasks in time and effectively as compared to having the workload been done by an individual person November 2015 to March 2016 Provision of Mentorship Working with one intern every hiring cycle. Interns learn from the organization and this helps to boost the image of the organization. Aside from this fact provision of internships gives the management a platform to hire young blood that is experienced of the organization into the organization Once every three months Improving of driving communication Understanding the situations and the requirements, understanding the role of driving style communication and practice and consultation. The importance of communication should be emphasized as it is the live force behind the working of individuals together and effectively in an organization. Case by case basis Reference list Barrett, D. J., 2006. Leadership Communication: A Communication Approach for Senior-Level Managers, Houston, Texas: Rice University. Bolton, R. & Bolton, D. G., 2009. People Styles at Work and Beyond. 2 Ed. New York: American management Association. Esther, M., 2011. Creating Effective Leaders through Situational Leadership Approach. Jamk University of Applied Sciences. Green, K. A., Lopez, M., Wysocki, A. & Kepner, K., 2012. Diversity in the Workplace: Benefits, Challenges, and the Required Managerial Tools. IFAS Extension, pp. 1-3. Hartman, J. L. & McCambridge, J., 2011. Optimizing Millennials’ Communication Styles. Business Communication Quarterly, 74(1), pp. 37- 39. Lincoln, S., 2010. From the Individual to the World: How the Competing Values Framework Can Help Organizations Improve Global Strategic Performance. Emerging Leadership Journeys, 3(1), pp. 3-9. Myatt, M., 2012. 10 Communication Secrets of Great Leaders. [Online] Available at: http://www.forbes.com/sites/mikemyatt/2012/04/04/10-communication-secrets-of-great-leaders/ [Accessed 16 October 2015]. Northhouse, P. G., 2015. Leadership: Theory and Practice. 7 ed. Thousand Oaks, California: Sage Publications. Patrick, H. A. & Kumar, V. R., 2012. Managing Workplace Diversity: Issues and Challenges. Sage Open Journal. Quinn, R. E. et al., 2015. Becoming a Master Manager: A Competing Values Approach. 6 ed. s.l.:John Wiley & Sons. Yu, T. & Wu, N., 2009. A Review of Study on the Competing Values Framework. Internationa Journal of Business and Management, 4(7), pp. 37- 42. Appendix 1: Questionnaire Please answer every statement in accordance with your reaction on the basis of the scale provided. The following is a sample that was filled. 1. to almost no extent 2. to a slight extent 3. to a moderate extent 4. to a great extent 5. to a very great extent Situational leadership styles Facilitating Total=24 Coaching Total=22 Delegating Total=20 Directing Total=24 Appendix 2 Read on how the following statements describe you and put a zero against what does not describe you and one against what describes you. The following is a sample that was filled. Read More