The Styles of Leadership in UKStyles of Leadership in UKLeadership is more than just meeting staff’s needs as the UK model suggest that leadership is fundamentally engaging as partners in developing and achieving the shared vision and as such it relates to distributed leadership. According to Storey (2003), the UK concept of leadership is also about creating a fertile, supportive environment for creative thinking, for challenging assumptions about how public services should be delivered. Moreover, it is about sensitivity to the needs of a range of internal and external stakeholders (p. 179). Given the fact that leadership is ultimately a social influence process, it is self-evident that development must involve feedback from other as to the impact of the leader’s behaviour.
On the other hand, competent employees who are satisfied with their employers, who know what is expected, and who have minimal absenteeism and reduced turnover potential are assets to the organization. However, just as individuals in an organization can be a competitive advantage, they can also be a liability. When few employees know how to do their jobs, when people are constantly leaving, and when the employees who do remain work ineffectively, human resource are a problem that puts the organization at a competitive disadvantage (Mathis and Jackson (2006, p. 78).
The secret of success for organizations is to put more emphasis on making sure every employee and every managers knows what he or she need to accomplish in the present and future. Max and Bacal (2004) explains that when an employee understand what he or she needs to do to succeed, it is much easier to contribute (p. 5). In our organization individual employees coordinates their work and everyone is moving in the same direction.
Performance goals provide the foundation to allow this kind of coordination to occur. Because people in this organization know what he or she needs to accomplish and what is expected, they work without constant supervision. Communication and TeamworkOne reason why simple prescriptions cannot be offered for effective teamwork is that teams operate in varied organizations settings. The people who constitute these teams are also likely to differ dramatically in personality and background. Within organizations too, teams differ markedly. In our organization, teams are made up of people who have different cultural backgrounds.
Similar to other organizations, teams may span national boundaries, including perhaps members located in a number of different nation states, all of whom are required to work effectively together. Moreover, changes in work patterns such as part-time, flexitime, contract, and home working all add further mixes to the heterogeneity of teams. As teams become more diverse in their constitution and functioning, team members must learn to reflect upon, and intelligently adapt to, their constantly changing circumstances in order to be effective.
There are two fundamental dimensions of team functioning. One is the task the team is required to carry out, and the social factors that influence how members experience the team as a social unit. The basic reason according to West (2004) for the creation of teams in work organizations is the expectation that they will carry out task more effectively than individuals and so further organization objectives overall (p. 2). Our organisation takes into account the content of the task, and the strategies and processes employed by team members to carry that task because they know that it is important to understand how to work in teams.
They are also aware that their teams are composed of people who have a variety of emotional, social, and other human needs that the team as a whole can help to either meet or frustrate. In order to function effectively, team members actively focus upon their objective regularly reviewing ways of achieving them and the teams’ methods of working. At the same time, in order to promote the well-being of its members, the team reflect upon the ways in which it provided support to members, how conflicts are resolved, and what is the overall social climate of the team.