We also shared with you the Ideas of Leadership Style and the 7-S Model. As we did in class, continue to notice what leadership style your boss/parent uses, its effectiveness, and what might combination of styles might work better. As a leader yourself, consider what your natural styles are and how they support your own internal values.
Also, take a look at the 7-S Model and how your organizations fares.
Please post here any experiences, thoughts, questions or reflections.
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After more than a year with my boss I realized that he has a clear Democratic style. Obviously this gives to the team a lot of opportunities to share their inputs. However, we frequently end up meetings without a clear goal, conclusion or vision. I would like to help him as I'm involved in the management and coordination of the team.
ReplyDeleteBut how can I create a vision or a sense of leadership with him?
I have been working for little less than a year with my boss and only had very few interaction with her. I believe she has a pacesetting style, which is partially how I was raised. But for me setting high performance standards should also mean feedback, acknowledgement and reward.
ReplyDeleteUnfortunately, it is not the case with my boss and despite the unfairness feeling I have, it doesn't generate any loyalty or commitment.
With my team I believe that my style is a mix between pacesetting, affinitive and coaching. At least I hope....
See you tomorrow,
Eugenie
After reading the first chapters of Creativity in Business I realized how close these concept of self-awareness of our creativity, and our intuition (based on new scientific recognitions) and their impact on our leadership are totally on the same track as the book I just started "Management rewired" from Charles S. Jacobs: http://www.managementrewired.com/
ReplyDeleteI'm still in the middle of it but I would certainly recommend it.
I'm choosing to participate in our Tuesday meetings tomorrow with a Friday frame-of-mind:)
ReplyDeleteMy boss is definitely the pacesetting and coaching style. The company I work at is a very lean company and we don't really have big teams, so it's just him and me in one team and we report to a director. Additionally, it's my boss' first managerial position, so I think having the understanding of my role fresh in his mind (he used to be an analyst like me), it's easier for him to mentor me. However, sometimes it's frustrating because he doesn't yet know the big picture. So we're both learning to fill out roles together, which I don't mind.
ReplyDeleteIn terms of the company I work for, I think the company fares very well in all of 7-S except for Shared Value and Strategy. Because we're a subsidiary, we don't often get all of the strategic direction or the reasoning behind certain strategies. Due to that, some of the projects are very last minute and geared towards meeting the parent company's goals instead of our own. Also, because the parent company is from an Asian culture, it doesn't resonate too well with the American style of business where it's more about individuality vs. organization as a whole. I feel like the self-development portion is often lacking, but I'm seeing a little bit of improvement in the past 2 years I've been with the company. Additionally, systems are in place so well that it is a little bit too bureaucratic (lots of paperwork!). I think that the 7-S model has to work in melody with each other; otherwise, I feel like it may not be the most idealistic view of the company.
I have two bosses. One boss is the pacesetting and coaching style who understands the product really well. One boss is very manager like.
ReplyDeleteWhen I tell one boss we have 50-60 to do items, he would be, that is not too bad. Better than I thought. When I tell the other, he gets very nervous, because we are only 10 days or so to code completion, and he is hoping we only have 20 or so issues to fix.
It is quite interesting how sometimes, I have to present the same fact with different emphasis.
It is interesting to see when they say something, or make a decision, the 7-S model appear in my head.
What I like to see, or learn from others, is are there ways to manage the managers/leaders, giving them hints that may be they are doing too much pace setting or too much micro management, without offending them, and cross their boundaries.
Cultural analogy: when we make homemade yogurt, we take out a nicely formed portion of the each freshly-made batch and save it as a "starter" for the next batch. If your starter is not well-formed and is weak, then your next batch may not turn out. Such is organizational culture -- if you try to grow too rapidly or spread yourself too thinly, then you won't have enough culture. To start anew, a fresh interjection of culture from the source/the founder is needed.
ReplyDeleteHi,
ReplyDeleteIt was a fun and interesting exercise. It was very embarrassing and nice to receive all those compliments from so many people! What a nice feeling to start the week! It was interesting to see that in our group 80% of us used an example that happened few years ago and nothing was recent. While receiving all those compliment, somehow I wandered where this person is or went since I was “on top of the world”.
Throughout the week, I tried to see people with my heart and give compliments. My team loved it.
I found it harder to compliment people that are closer vs strangers (VOJ? Scared to be judged I guess).
See you tonight,
Eugenie