The Resistance to Change and Personality
A business organisation is a foundation of different teams and departments lead by individuals called leader. Successful teams are built on a shared vision and work for a common goal in an organisation. The different culture and educational backgrounds of people must not be a hindrance to work objectives (Avolio and Yammarino 2013). The diverse team and diverse performance quotient are proportional to each other. There are various kinds of organisations and every one of them has a separate entity with different needs, some of which can only be recognised by diversely cultured people (Cockcroft 2014).
The social comparison theory has plays a role in team and individual development. This says that the innate desire to evaluate their own as well as others opinion have to be evaluated against other references (Avolio and Yammarino 2013). The intergroup relations in an organisation are identified in the theory and system network theory is helpful in drawing support to this conclusion. The social identity theory and mental models applies to the in-group activity method and influences individuals to perceive a personal alignment in the group. The goal of differentiation is to preserve or gain superiority over and out-group. In-group, which is defined as an interdepartmental function and out-group, as an intra-departmental function should appear to be aligned in behaviour among the members(Bush, 2014).. The culture mosaic theory suspects that the systems of an organisations foundational to HRD and critical to understand. This also recognises the complex problems identified in the structural behaviour. Thereby, chaos and network theory is predicts that the cultural behaviour, which are unpredictable can be utilised in designing the meta-theory (Avolio and Yammarino 2013). The diversity in teams creates paradox and demonstrates the possibility of potential conflict. The platform of the organisational cultural behaviour can be observed to come from race, age, gender. The demographic factors of people’s lives are what form the perceptions of humans. So as long as the company’s communication is smooth and transparent in all key factors the less significant it will be. Information exchange is a mediating tool to use for more frequent collaborations among team learning and team difference. The necessity of friendship is to be developed to increase the intergroup support activity (Cockcroft 2014). The managerial aspect of leadership can work together and can be integrated in if requirements of work is analysed properly. The job title does not matter as long as the body of authority performs its tasks perfectly. The difference in management and leadership is, leaders are the creator of change and managers are followers of rules and regulations of a company.
There are certainly some challenges and in multitudinous of demographic and non-demographic differences. Social identity theory helps develop particular culture groups of entire organisation. The individuals among the groups categorised as geographic, associative and demographic differences can act as a member keeping in mind the one goal needed to be achieved as a team (Arvey et al. 2015). The ultimate impact of the performance is an outcome of strong commitment rate of a group. Teams that overcome community barriers are predicted to achieve long term affecting desired result and individual relationship are grown among the organisation. The holistic approach can mitigate the side effects of the notion of either being western or being and eastern. In team conflict and dysfunction attributed to diversity may be driven by a multitude of factors (Bush 2014).
The Role of Leadership in Successful Teams
Financial industry faces challenges as the diverse workforce managing is quite challenging. Managing the different factors of production with the challenging economic stability is a significant work, keeping in mind the market demand (Avolio and Yammarino 2013). The fast changing market place and fast growth in markets can shake up the organisations. The talent shortage is also an operational risk that this financial industry goes through. The CEO of the asset management experts has seen the increase of sixty five percent in head count. The banking and capital markets have visualised the percentage increase in their sector more than 50 % (Trujillo and Scott 2014). The insurance industry leaders anticipate that the agenda for test strategies is to restructuring the leadership pipeline. The annual global survey of CEO’s in financial services industry by PWC suspects that talent management of diverse education and workforce is to make a paradigm shift in focus (Trujillo and Scott, 2014). Volatile market of AMC’s have always shown disruptive speed because of consumer spending and behaviour and competition (Bush, 2014)..
References:
Arvey, R., Dhanaraj, C., Javidan, M. and Zhang, Z.X., 2015. Are there unique leadership models in Asia? Exploring uncharted territory.
Avolio, B.J. and Yammarino, F.J. eds., 2013. Introduction to, and overview of, transformational and charismatic leadership. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. xxvii-xxxiii). Emerald Group Publishing Limited.
Bush, T., 2014. Instructional and transformational leadership: alternative and complementary models?.
Cockcroft, T., 2014. Police culture and transformational leadership: outlining the contours of a troubled relationship. Policing: a journal of policy and practice, 8(1), pp.5-13.
Trujillo, T. and Scott, J., 2014. Superheroes and transformers: Rethinking Teach For America’s leadership models. Phi Delta Kappan, 95(8), pp.57-61.
The traditional aspect of management and leadership has changed drastically over the last century. The command and control aspect of personnel management has changed while the consultative and participative characteristics have evolved among the successful organisations. The leading and managing are totally different activities, though the notion of the both is considered to be same. Managing is an activity that involves the day-to-day task in an organisational process (Goetsch and Davis 2014). The operational task, maintenance of budget and deadline oriented goals that needs to be achieved and is a part of plan and action towards and intended goal, whereas leadership is for the betterment of social and organisational psychology. Leadership is commanding the relationship between people and is considered influential. A leader is able to draw conclusion of any situation and is master of strategic thinking (Hackman and Johnson 2013). There are also some similarities of having both leader and manager in a same body. The managerial aspect of leadership can work together and can be integrated in if requirements of work is analysed properly. The job title does not matter as long as the body of authority performs its tasks perfectly. Some of the difference in management and leadership are, leaders are the creator of change and managers are followers of rules and regulations of a company (Goetsch and Davis 2014). The leaders will have followers, will have a rock solid value system, which will be congruent with the followers. Opposites of this will be manager’s task, which will include planning, allocating resources, administering control, communication stimulator among the system and motivating employees (Wheelen and Hunger 2017). Manager’s work includes following orders to fulfil the ultimate goals of employees. Management is a practice. A role of managers is necessary but a leader is essential part of an organisation. A study has concluded that the transformational leadership is too different than the other kind of leadership and is quite affective in guiding in the direction, course, action and opinion (Wheelen and Hunger 2017).
From the model of Lewin’s leadership style the three major leadership is Authoritarian Leadership known as a autocratic leaders. The most effective autocratic leader in history was Adolf Hitler. Another kind of leadership is known as participative. This kind of leadership is power sharing leadership and the power members are not to be hierarchical (Goleman, Boyatzis and McKee 2013). Suitable example of this kind of leaders was Mr. Obama, president of United States. The third kind is delegative leadership. This is also known as Laissez Faire leadership style (Northouse 2015). A leader’s responsibility is to help the subordinate in their work and improve the satisfaction and work environment by increasing the effectiveness of reward. Democratic leaders needs to strong individuals, is flexible in mind, and can ensure the leaders commitment. The dynamic change in work environment is backed up by the subordinates and maintains the focus of employees.
According to CMI reports, the value suggested through the discussion says that most effective leadership is dependent upon the circumstances and individual characteristics of industry personnel, working environment and nature of employees. The self-directional leaders are one among the leaders, which ensure and maintain the long-term relationship of among the team members (Northouse 2015). This style is related to change and this style mostly brings innovation among the operational process. According to the CMI reports, all leadership style has strengths and weaknesses, which is exclusive of working environment factors.
I believe a participative member is the most important form of leadership. The democratic leaders takes into account the opinions and voices of their leaders. One of the Fortune’s best 100 companies are General Electric and the company is led by Jack Welch, who is company CEO and known to be a effective leader (Goleman, Boyatzis and McKee 2013).
My idea of leadership includes the participative leadership style, which equally validates the employee’s opinion and suggestions. A participative leader is a strong individual and does not dominate or manipulates the workforce. As a member of team, I would like to be led as a participative and equal important member of the team (Hackman and Johnson 2013). A leader acts as a coach to build the team. And motivate the team members achieving their individual goals. Encouraging speech and group members listen to his/her views and follow them too.
References:
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Goleman, D., Boyatzis, R.E. and McKee, A., 2013. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press.
Hackman, M.Z. and Johnson, C.E., 2013. Leadership: A communication perspective. Waveland Press.
Li, M., Mobley, W.H. and Kelly, A., 2013. When do global leaders learn best to develop cultural intelligence? An investigation of the moderating role of experiential learning style. Academy of Management Learning & Education, 12(1), pp.32-50.
Northouse, P.G., 2015. Leadership: Theory and practice. Sage publications.
Wheelen, T.L. and Hunger, J.D., 2017. Strategic management and business policy. pearson.
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