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Unit 3- Leadership from the Employee's Perspective - Coggle Diagram
Unit 3- Leadership from the Employee's Perspective
The top three qualities desired of managers are key features of social competence.
Truthfulness and Authenticity
Authenticity
refers to personal originality and expresses the (temporal) uniqueness and the (essential) singularity (otherwise called distinctiveness or distinguishability) of an individual. It is a self-executing action or "being your true self".
Truthfulness:
Associated with honesty, dependability, and managing information with integrity.
Credibility:
Characteristic attributed to the leader by the employees when they experience truthfulness. The following applies to a true statement based on actual experience of an event.
Contains unexpected incidents and complications.
Lacking in made-up statements.
Contains statements that both exonerate and incriminate the witness
, which are almost always missing in made-up statements.
Truth:
Giving up control and is a condition occurring somewhere between knowledge and ignorance.
Handling Conflicts Competently
Work-to-rule:
Where employees do no more than the minimum required by their contracts.
Slow-down:
Where employees complete tasks at a reduced rate of efficiency.
Conflicts:
When two normally social elements are simultaneously opposed or irreconcilable. Conflicts are disturbances that tend to escalate.
Following signals were identified as typical in situations of conflict:
Aggression and hostility
Disinterest
Rejection and resistance
Unreasonableness and stubbornness
Escape
Hyper-conformity
Conflicts in Group
Intra-personal conflict:
Where an individual places the opinion of the collective above their own opinion.
Types of conflicts in an organization
Relationship conflicts
Factual conflict
Value Conflicts
Power Conflicts
Distribution Conflicts
Conflict Resolution Pattern According to Matzat
In the event of a conflict in a group, a formal rational analysis by contrasting the unpleasant state with the desirable state. The opposing parties look for all conceivable ways of reaching the desirable state and then possible solutions are chosen together. As a final step, review, goal monitoring, and if need be, revision are implemented.
It is recommended that all suggestions be written on cards and arranged on a large pin board corresponding to the point under which they originated.
Enthusiasm
It refers to
a general elation or rapture for something
, an increased pleasure for certain topics or actions, extreme commitment to a cause, or an intensive interest in a special field.
This inner independence encourages people to try new things and seek out change rather than fearing it.
According to Goleman, our personal competence regulates how we treat ourselves.
Managers must adopt a basic attitude that is both supportive and development-oriented, for in essence, leadership largely takes place through direct, individual contact with employees.
Participative, facilitative. and consultative leadership styles all make use of these strategies when coaching, monitoring, and providing feedback to employees.
The basic premise is that a participatory approach for agreeing on objectives, encourages an individual to identify with these goals, and the ways and means of attaining them, thereby enhancing their interest in achieving the goals.
Ability to cope with Pressure
Emotional stability:
Means having feelings under control, not being led by them but making decisions based on reason and acting rationally.
Assertiveness
If a manager is successful with her expression of assertiveness, employees will identify with the result and affiliate themselves with it after careful consideration.
Assertiveness needs to be enacted alongside problem solving, negotiation, and demonstrations of empathy.
Empathy
Klafki,
defines empathy as
"the ability to see a situation, a problem, or an action from the position of the other parties concerned".
It is a process active within a given dialogue that is marked by understanding and reflection of different perspectives.
Compassion:
It is a positive emotion that includes concern for one's counterpart and prompts the compassionate person to take action.
Cognitive Empathy:
Also known as empathic accuracy, involves "having more complete and accurate knowledge about the contents of another person's mind, including how the person feels.
Emotional Empathy:
It is when you quite literally feel the other person's emotions alongside them, as if you had 'caught' the emotions. Also known as personal distress or emotional contagion.
Basic attitude for successful therapeutic work by Carl Rogers:
Congruence:
Frankness and honesty towards the client
Empathy:
the ability to feel what the client feels
Respect:
acceptance and an unconditional positive attitude toward the client.
Expertise
It means proficiency in the manager's own field. It presupposes a constant willingness to learn.
It also presupposes methodological competence and refers to organizational skills.
Crisand - defined Managerial Expertise
as encompassing the following thought processes and behaviors.
According to this criteria, managerial expertise refers to both social intelligence and competence.
Analytical thinking
: taking a systematic approach to a question
Structured thinking
: classifying information
Logical thinking
: drawing logical conclusions
contexual Thinking
: understanding connections
Creative thinking
: combining information anew
establishing and cultivating contact with employees
conducting talks
enforcing decisions, but also accepting other opinions
enduring and solving conflict situations
meeting the responsibility to react to discriminating behavior towards employees.