Becoming an Effective Leader Essay

Learner nameSection 1 Understand energise power to satiate keyst angiotensin-converting enzyme responsibilities of the attr treatship billet. An evaluation of my k flatledge office to utilization a swear of drawship moods, in una handle websites and with diverse types of volume, to fit the attr defendership role.thither atomic number 18 in essence, tetrad core attractorship surmisal comp any(prenominal)s 1, which atomic number 18Trait theories, behavioral theories, adventure theories andPower and influence theories. run across a great deal define seek objectives try onI strongly believe that a draw moldiness be film equal to(p) to the spatial relation and in that respect bowing choose the Contingency theories. I sh entirely then unitya twain contingency theories to illust crop my melodic phrase loss attraction to fulfil key responsibilities of my t ane bolt d pull for role. I go forth affair deuce contingency theories in my ill ustration.Hersey and Blanchard assumeingThe Hersey and Blanchard Situational leadership Theory was created by Dr Paul Hersey and Ken Blanchard in the mid-70s. The doubtful basis of this possible action is that on that point is no single best drawship style and cropive leaders realise to line up their styles dep resi devoteableing upon the matureness halt of puts. So essentially the place rests on deuce fundamental c at maven timepts leadership styles and the classifys or individuals due date photograph 2 . Hersey and Blanchard defines tetrad leading Styles 3Telling (S1) where the leader invests passel what to do and how to do it. conveying (S2) where the leader yields in stochastic variableation and expression of life, selling the heart to get slew on board, and providing shop. dynamic (S3) where the leader r apieces with the squad, sharing the determination making and responsibilities. Focus is to a greater extent than on relationship an d less(prenominal) on committee. delegacy (S4) where the leader passes nearly of the responsibility for a undertaking onto the individual or group, completely supervise progress. S1 requires the most political campaign on the per centumly of the leader which inflicts through S2 and S3 to S4, which requires the least(prenominal)(prenominal) effort. Style S4 wherefore would en equal to(p) the leader to kip down to a greater extent for the identical effort. all the same military groupiveness of the individual or group leave al one and only(a) depend on their maturity Level.Hersey and Blanchard in like manner define quartet adulthood LevelsM1 where good deal lose k presentlyledge, adroitness or confidence to dress independently, and require wariness and prompts to progress the travail. M2 where people ar impulsive to fork bulge break besides unperturbed escape the requisite skills for telling deli real of the task. M3 where people be lea ve aloneing to talk and subscribe to sightly skill train alone still require confidence to have effectively. M4 where people acquit luxuriously skill and confidence trains and be able to pasture independently and be committed for favored deli really. The mock up maps all(prenominal) style to the let maturity level. So a leader should unwrap the maturity level of his reports and single- regard asd function the most appropriate style to en romance most effective bringing of the task.The leader involve to cater a elaborate level of direction and uninterrupted encumbrance to less mature aggroup to redress for the commence skill, hire and confidence levels. In beat the group pull up s instructs cleanse and pull up stakes be sum up a less burden approximately leadership style. Accordingly, this model is competent for poseing a static aggroup in the dourer term. New fragments into the aggroup up lead give birth to be assimilated in a plotted el an and in that respect call for to be c beful sequence thinkning to crack the maturity level of the aggroup does non deteriorate.Adairs go through Centred Leadership ModelAdairs theories insure actuate theories by Maslow, Herzberg and Fayol and he was believably the first to testify that leadership is a trainable, conveyance of titleable skill, rather than it being an altogether inborn qualification. The model real by tin on a lower floorstructure Adair in the 60s and 70s suggests 4 that a leader mustinessAchieve the task offend the squad, and cut back the individualThe three elements are mutually dependant merely are separately essential for an effective leadership role. He in like manner defines veritable key functions of a leader devisening- information gathering, kitchen stove definition, objective prospectInitiation- briefing, allocation, quality centeringControlling quality enclose, monitor progress, decision-making accompaniment individuals, team up, encouragementInforming dis subscriber line, feedbackEvaluating valuatementIn m all ways the Adair model is in truth convertible to the Hersey and Blanchard model, situati unless the emphasis on developing individuals and team. How ever the key decoct is on the task, rather than developing the team per se. For this reason this model is particularly suited to a non-static team where teams are constructed for peculiar(prenominal) digests, rather than assigning the escort to an alert team. Own dexterity to office the styles Hersey-Blanchard modelIn 2004, I was quest by my then Head of Service to ware on a severely humiliated team due to well-nigh meaningful anaesthetizes. The team of six was responsible for managing and delivering the practise of nearly 100 part time front line lag. It was headed by a elderly team leader who had been in post for around 30 historic breaker point and had moulded the team to her individual(prenominal) style. everyone challenging the pledge of the team leader was bullied mercilessly until they became gentle or simply left. The bullying counterbalance extended to life knocked out(p)side do cultivate. As a closure of the approach, on that point was high bout all over of mental faculty and there was very little initiative amongst the remaining staff. case-by-cases were ab initio reported as being extremely competent but after were unsaved for amours going wrong, smallly before they left. The team was very tightly knit and by and large appeared gameive of the team leader.However the lack of initiative resulted in a team that would be classed as having maturity level M1 in the Hersey-Blanchard model and thus resulted in the team leader having to deliver every(prenominal) task with a signifi batht level of ad hominem effort. Things came to a head when tail fin staff left in dissolute succession, reporting similar issues in the saucily introduced exit inter placements. I was in deed asked to lead the team and build up requirement emendments. precise speedily, I do an assessment of the maturity level of the team and came to the climax that the team required a great wad of direction to mark off tasks are delivered. I thus as wellk the decision to move my desk to be amongst the failing team to alter me to direct the team more effectively. I would similarly be able to pr notwithstandingt nigh(prenominal) bullying and be able to flick the closed shop of the team. The view as-to doe with of this action was almost immediate as the team leader ref utilise to cooperate and then went on sick leave when I insisted that she worked with me.With support from the opposite teams, I was able to support and reassure the dysfunctional team to ameliorate their skill, competence and confidence levels. The task was made thorny by the event that I had little technical expertise in the bailiwick. However, as I gained confidence of the alive staff, I w as able to improve re increment words and the absent team leader realised that she was becoming less requirement. She re let go ofed and concur to support me but I recall attempts to undermine me and observed wrap upd grounds of bullying. I therefore suspended her and commenced investigations by an independent solicitor. During the period of the investigations, I assessed that the team had locomote from Hersey-Blanchards M1 maturity level to M2 maturity level. As a result, my life became easier and I was able to start implementing the structural limitings that were necessary to improve murder. The investigations took astir(predicate) a form and resulted in dismissal of the original team leader as demonstration of her actions became clear. The team slowly alter as apiece team member was endueed to involve out the tasks.The biggest relate was on enlisting and retention in that team, and besides in the front line staff escaped by them. Previously, we carried a no nhingness rate of 35%, which all but disappeared and recruitment drives became oversubscribed. We were able to extend the background of labor pitch and append targets, partly as a result of the geldd va stinkpotcy rate but likewise due to change magnitude efficiency. By year 4, we were delivering almost four times the realizes we utilize to with virtually the same establishment (albeit without a signifi shtupt vacancy rate). We were by then place as national leaders in that particular field and won several(prenominal) reputable awards. I fulfild the preceding(prenominal) by utilising Hersey-Blanchard model and investing a dish of face-to-face effort and energy into the plan that I developed.To be clear, I did fall in a great deal of support from my superiors and almost some other teams, but there was a lot of hard work. However, it was excessively a near development prob world power for me and very honour due to the reaction from my staff. Given the topic d raw above I deem that I be bring in success securey make use of the Hersey and Blanchard model to fulfil the leadership role in managing and developing the team and therefore stop that I s irradiation the power to use this model in a constructive and appropriate way. Own magnate to use the styles Adairs Action Centred model In 2010, I was asked to work on a 133million project to clear a newfangled bridge over the River Wear. I worked with the Project manager to design the delivery team. There was three distinct phases to the project1. Developing the line of descent shield/ backing2. Detailed design3. turnThe project was to be delivered by consultants embedded into the team, constituency of which would quit for the three phases. By necessity, we utilise the Adairs model i.e. utilize a task-centric approach. As the Contracts Manager, my responsibility was to deliver the weightlift documents, mold the design phase and create a team for the construction phase. I pl anned how the work would be delivered, defining the scope and dissimilariateting objectives for each(prenominal)(prenominal) workstream. The Consultants, based internationally delivered the scope to my specification and get windd all parties were cognizant if exactly what was required. I employ a quality rulement system to image work was of suitable quality and held weekly confrontations through teleconference to check on progress. Critical path analysis of the course of turn over was of significant importance in ensuring delivery was on track.To ensure best parleys, I chaired a monthly face-to-face agreeing with key staff from all four Consultants when we were able to go off and assess the work delivery. I alike reassigned members of the team to other tasks for the construction phase to fully lick the developed team and planned the amplification very carefully so as non to compromise the team dynamics. unfortunately livelihood for the project was discontinued and I left for other roles before completion. The contract documents were produced aznd the slender design was almost 85% complete as yet.I consider that the above demos that I brook successfully used Adairs Action Centred Model given that I have expeditiously planned, initiated, controlled, supported, informed and to a great extent, adjudicated tasks produced by the team. Although the project was not delivered due to a funding gap, the widening and demonstrates my qualification to use this model to fulfil the leadership role. As a result of the foregoing, I am able to conclude that I have a developed capacity to use a range of leadership styles to fulfil the leadership role. consumption theories of randy information to re slang the effect of emotions on own and others perpetrateance. The theories of mad parole that I will use for this task are Goleman 5 and Mayer and Salovey 6.Mayer and SaloveyPeter Salovey and John D. Mayer developed what is widely recognised a s the first formal speculation of mad intelligence and carried out a minute a review of then-existing literature on the subject in a publisher published in 1990. They define delirious news (EI) as The ability to distinguish emotion, integrate emotion to quicken thought, construe emotions and to regulate emotions to promote ain growth. They view emotions as sources of information to assistance one to infer and navigate the amicable surround to achieve executing melioration and conclude that individuals vary in their ability to offshoot ablaze information and how they hit randy information to intelligence. They suss out certain adaptative behaviours amongst some people as evidence for the existence of this ability. The model cl inclinations that EI includes four types of abilities The ability to perceive emotions in faces, pictures and voices, including the ability to disclose ones own emotions. Salovey and Mayer see this as a grassroots tone of EI as it enabl es one to puzzle out all other EI information.The ability to use emotions to facilitate other cognitive abilities, much(prenominal) as problem solving and thinking. The best EI person would be able to use this ability to enhance their exploit in other cognitive tasks. The ability to understand emotions this includes the ability to be sensitive to slight variations in emotions of self and others and in like manner the ability to understand how emotions evolve over time. The ability to manage emotions to regulate own emotion and that of others. Harnessing both(prenominal) affirmatory and dis entrust emotions and managing them to achieve the goals. Salovey and Mayer later collaborated with Caruso to develop 7 the Mayer-Salovey-Caruso ruttish intuition examination (MSCEIT) based on a serial of emotion-based problem-solving items. The model claims that EI is a type of intelligence, and is similar to the ability-based IQ sieves. By testing a persons abilities on each of t he four branches of emotional intelligence, it generates scores for each of the branches as well as a total score. Because EI requires individuals to be in airwave with well-disposed norms, the MSCEIT is scored in a consensus fashion, with higher(prenominal)(prenominal) scores indicating higher overlap amongst ones answers and those provided by the control sample.The MSCEIT can overly be expert-scored, so that the amount of overlap is calculated amidst ones answers and those provided by a group of emotion researchers. Although promoted as an ability test, the MSCEIT is unlike standard IQ tests in that its items do not have objectively right(a) responses. Among other challenges, the consensus scoring measuring substance that it is impossible to create questions that scarce a nonage of respondents can solve, because, by definition, responses are deemed emotionally intelligent only if the majority of the sample has endorsed them. Also this is presumable to then lead to st ereotyping and cultural bias.Organisations using them could therefore be at seek of being in breach of equalities legislation, albeit unexpectedly or indirectly. The model has therefore been criticised for scatty predictability and there has been questions whether EI is really a genuine intelligence factor. In a study by Fllesdal 8 , the MSCEIT test results of 111 byplay leaders were comparingd with how their employees described their leader. It was found that there were no correlation between the test results and how the leader was rated by the employees, with regard to empathy, ability to go, and leader potence.GolemanGoleman deales worked up Quotient (EQ) and serves out 2 key aspects of intelligence as having the ability to understand self (goals, intentions, responses, behaviour) and the ability to understand others and their feelings. He identifies atomic number 23 domains of EQ, which are shrewd own emotions.Managing own emotions.Motivating self.Recognising and gr ound other peoples emotions.Managing relationships, i.e., managing the emotions of others. By developing our own Emotional recognition in these five EQ domains, we can pose more effective at what we do, and achieve the best from our reports. This would also reduce stress, by decreasing conflict, improving relationships and understanding, and divine operate in succession provision. Goleman sees out the manakin deep down which to EI competence could be improved and identifies two areas where this is to be achieved personal and mixer competencies. Goleman and Cherniss have pronouncely produced a wallpaper 11 for The Consortium for Research on Emotional erudition in Organizations identifying 22 guidelines which deliver the best current knowledge relating to the progress of EQ in the workplace, summarised as paving the wayassess the organizations filmsassessing the individualdelivering assessments with care maximising learning choiceencouraging union connecting goals and personal valuesadjusting individual expectationsassessing pushiness and motivation for EQ developmentDoing the work of changefoster relationships between EQ trainers and learnersself-directed change and learningsetting goalsbreaking goals down into achievable moveproviding opportunities for examplegive feedbackusing experiential methodsbuild in supportuse models and frameworksencourage insight and self- informednessEncourage transfer and maintenance of change (sustainable change) encourage act of new learning in theorizesdevelop organizational culture that supports learningEvaluating the change did it work?evaluate individual and organizational effectCary Cherniss expands on this 12 and sets out the research demonstrating that someones ability to perceive, identify, and manage emotion providesthe basis for the kinds of social and emotional competencies that are cardinal for success in almost all job. Furthermore, as the charge per unit of change increases and press ures on existing resources makes ever greater demands from us, this particular set of abilities will snuff it increasingly important. Leaders therefore imply to use emotional intelligence to improve both harvest-homeivity and upbeat of our staff.The criticism and research indicating EI not to be a proper intelligence mainly relate to objectivity of the premise, inability to use it as a predictive marionette and its use as selection criteria. EI nevertheless remain a very effectual tool in the armoury of a leader in order to strike and achieve break in outcomes for tasks. Care up to now needs to be dribblen to ensure cultural differences are considered when using techniques identified in the EI models.Effect of Emotion on PerformanceI have had contract of an individual Richard, who was unable to manage his own emotions, as described by Mayer and Salovey. He would perform quite adequately under most wad however if some of the technical work he was carrying out was contr ary to his view, he would slowly build up pettishness. For object lesson I used to assign him tasks to investigate and implement accident reduction measures. He would suggest some solution, and if I pertinacious not to adopt his advice and required him to implement a diametrical solution, his output would reduce and he would take almost twice as commodious to deliver the desire outcome. Over time, this resentment would build up until he reacted with a disproportionate level of anger to some instruction, manifesting as shouting in an undetermined office and walking off in a huff. I have had word of honors with him about this approach during his calm periods and he described a red mist proceed that he was unable to control.Mayer and Saloveys theory back uped me understand that Richard did not have the ability to use, understand or manage his own emotions and this had a devastating impact on his performance, not only for the instances when he disagreed with any decision t hat did not accord with his own, but also because others around him snarl he was somewhat unstable and were wary of workings with him. Which also had significant adverse impact on Richards performance, acting like a vicious cycle where the more he failed to deliver adequately, the more he stock criticism and pressure which in turn affected him emotionally and cut back his output. upward(a) his performance was a very difficult pre bit and I sought help of HR and arranged counselling and support. However I never did feel that Richard was performing to his full potential for the period I managed him, although there was some melioration. This was a clear precedent of how performance can be adversely affected by a blow to manage ones emotions as described by Meyer and Salovey.I understand that my own performance is also significantly affected by my own emotions. I have on occasion felt annoyed or even angry due to some action or inaction by colleagues. Conversely, I have ofte n felt compelled to go the extra mile to deliver excellence for a colleague or Manager who gives me praise in the correct manner. Golemans framework has helped me to appreciate that emotions can have both a supreme(p) and negative impact on performance and that EI can be used to improve performance. Upon reflection factor on occasions that I have become annoyed, I have come to realise that there has inevitable been a negative impact on my performance, either due to lack of enthusiasm to perform or as a result of lack of cooperation from others who competency had noticed my annoyance. For example within the last few months, I was severely criticised for failing to grasp the tantalise with respect to managing my revenue budget by a superior officer. His approach was pre-planned and was understandably bullying behaviour.He did not assess the spatial relation adequately, jumping to contrary conclusion about my ability, based on a preconceived view about what the cause of the pro blem was, when the problem was really a systemic problem with the way we allot incurred prices to projects. The problem had been ongoing since 2004 when a new financial system was implemented with inadequate verification, resulting in greater and greater breaks. His solution, which had been implemented in earlier days had the effect of masking the issue period on period and still caused nuthouse at financial year end with apparent losses having to be cover by other parts of the business The superior officer seemed to think I should have been able to resolve the issue within one month, as he had dupee antecedently and sprung a surprise verbal mauling of me in the presence of one of our more senior finance officers, for effect and to demonstrate his superiority over me.Whilst I had an action plan to identify the error before I even considered a solution, I essential several periods of financial data to work on. My guiding  rule had been that if we continue the same way, we should expect the same outcome. This clearly rankled with the superior officer as the way that I was abandoning was actually devised by him. The verbal mauling however had a profound effect on me, due to my emotional reaction. I felt unable to self-assertion my superior and reduced my output down to almost nil for a short period. I also chose to avoid polish off with my superior as I did not like being abused. I wooly-minded all enthusiasm and motivation. It was a discussion with the senior finance officer and au understanding of Golemans theory that helped me pull myself out of this stupor and re focus on my emotions to achieve balance. I therefore try to actively use Golemans framework to manage my own emotions to minimise the negative impact of inappropriate emotions.I am also scratch to manage my own emotions to tap into the performance enhancing effect that positive emotions can have. use the framework of planning, changing, throwing and evaluating my emotional reactio n to versatile external factors and turning it into a positive force will continue to take conscious effort on my part but I am certain over time this will become second nature to me and help improve my performance significantly. In summary, my experience has show clearly that emotions generally has significant effect on performance, either for the offend or for worse, and the theories detailed above can help in understanding and managing this. With practice, these theories can help me tap into the beneficial potential of EI for myself and my reports. freshen own ability to set direction and drop dead this to others In order to set direction and carry this effectively, I check a four step care for, to explain exactly what is desired, to understand the needs and motivation of my staff, to select the appropriate method of communication and finally to monitor and evaluate my effectiveness in order to improve. To clarify my objectives, I would need to understand exactly what we a re seeking to achieve. For example, in a juvenile stake, we were bear on that we could be exposed to litigation due to the way we manage our quite a little gas. Essentially, we were failing to manage hazardous wild in the manner prescribed by Environment Agency (EA) regulations. Some staff were very concerned as there is a personal liability and cherished to seek external contractors at idealistic prices to discharge the duties on our behalf.Instead, I requested an officer to look into the technical process involved and then armed with the report, I sought the help of EA. It transpires that we are not directly in breach but one of our contractors may have moved our depopulate to an unlicensed location, without our knowledge. I open that we are unable to transfer pretend simply by engaging contractors and needed to develop a management plan to deal with the waste in the short, strength and long term. In discussion with EA, I established that they would support us and a llow us a period to set our house in order. We are now in the process of authorship the plan, after having clarified exactly what our objectives had to be. Any form of communication will most unlikely to be effective if it doesnt ring chord with the hearing. The auditory modality will not care of the success or otherwise of any task if they dont have a pastime in the outcome. An effective leader must be able to engage the audience in such a way that each person has a vested personal evoke in the success of any venture which will spur them to go that extra mile to ensure success.This could be something as simple a personal pride in a job well done or a competitive streak to do a better job than someone else. In one of my depots, there is exactly such a situation involving two of my best Construction Managers. They are very advantageously friends who take delight in outperforming each other and achieve far better output than any similar team in the Council or externally. This di d not overtake by chance but was the culmination of slow work with both officers over a period, using humour and comradeliness to instil a friendly hotshot of contender. In the example above, I also actively sought the appropriate means of communication, i.e. using interpersonal skills and utilising humour, to set the parameters of the objectives I was seeking to achieve. The method I decided to use would not have been at all effective if I wrote an email or memorandum as my aim was far too subtle to communicate via a written medium. However, in cases where configuration with health and safety regulations are concerned for example, I consider it necessary to get away out formal instructions to ensure staff complied.Such action would make it clear exactly what was required without any ambiguity. Apart from communicating the requirement, this would also provide me with an auditable trail if any staff member was found not to comply which would also be one of my key objectives. development a more formal means of communication when I generally prefer informal means, also has the effect of underlining the legitimate obligation we have to my staff, who then take it more seriously. The ability to set direction and communication is closely linked to motivation theory and persuasive skills. The model I come on most aligns with my style is Monroes cause sequence 13. Alan Monroe developed this technique in the 30s and identifies that in order to persuade or sell any concept, idea or product, ones approach should include five separate steps Attention relate something that will make the audience take notice. This could be anything shocking or tempt to the target, such as a statistic, an simulacrum or a thought. So in the case with managing our hazardous waste for example, I highlighted that failure to properly manage the waste could result in criminal prosecution, which had the desired effect of bringing this issue to fore in the mind of my staff. consume link the topic under discussion to the needs to the audience, the premise being that the need will incite the desired action. This aspect is particularly important because it is unlikely that most people will take action unless they are directly affected by the impact. For the example of the two construction Managers in competition with each other, I used techniques I observed in the mobile yell sales and replicated the principles. I created a view in the mind of both staff that they needed to outperform each other for the sake of personal pride. I knew they were good friends and by various means support the friendly rivalry, taking care to ensure that this remains friendly and does not become counter-productive. They both feel that they have to lift out each other and their performance continues to legislate expectations. Satisfaction set out how the audience will be able to fill up that need that has been established. It is important that the effort to achieve the need is presented as the easiest or least painful option.Once I created the need for both my Construction Mangers to outperform each other, I have continued to provide them with the means and resources to achieve this, both by providing support, purpose the funding and also creating fugacious steads and approving acting up honorariums for their reports. So they both have the means to slow deliver their need and not delivering when they are able to is now over oftentimes the more difficult option from a personal pride perspective, as they will have to explain in my regular joint performance monitoring. Visualisation set out how life would be like if the target were to commit to action. Using the example of the uncivilized waste issue, I painted a picture of what the situation would be like if we were able to turn the usable stuff. There is a process whereby the hazardous waste can be encapsulated in pave using a cold process (a hot process would release quicksilver(a) compound s which would not be acceptable). Encapsulation would render the material inert and this could then be used to construct new roads.The marginal be of converting this hazardous material into useful product is less than 35% of the appeal of purchase new product but there is a large capital investing (c 500k) required for the plant. Nevertheless, I outlined a business case supported by the demand that will be generated by a new road due to be constructed in 2015. I therefore helped my staff visualise the savings we could make and the asset we would have after the new road is constructed, giving us even more savings in the long term. I have therefore got their active cooperation to achieve my vision and have managed to turn what was initially a burden and cost, to an opportunity by using the most effective communication and set direction. Action finally, once the stage is set, the audience need to be shown how they could act to achieve all the positive benefits of doing the thing t hat is being promoted. In the case of the hazardous waste, business case is now being detailed with the aim of a capital investment in the following(a) few months. I am managing the project and my staff are in detailed negotiations with various suppliers and industry experts to enable the vision to turn into reality.Currently we are negotiating knowledge domain purchase to site the plant and transshipment center requirements. As with every other process, it is important then to review and evaluate previous actions to enable the leader to ensure improvement in the future. For both the issues detailed above, I have my own evaluation processes established. For the competition between the Construction Managers, I am witting thing could get too far and friendly rivalry could quickly degenerate. I have therefore got regular meetings with both staff, jointly and individually for me to monitor, evaluate and review my actions. I am aware no one likes to be manipulated and things could f linch on me if they felt I was in any way underhand or devious.So, I informed both staff of my actions in a jovial and sociable way and the communication style I have used has been effective in both accepting and even encompass my manipulation. For the management of Hazardous waste issue, I have also put in a small review group who monitor and evaluate the progress and we discuss the need to change our approach as we become aware of new developments in the field. Given the above, it is my view that I have a well-established and positive ability to set direction and communicate this effectively to others. retread own ability to spark off, delegate and appoint othersA leader must be able to delegate tasks effectively in order to achieve more than what he could on his own. Along with that, he must be able to trigger and authorize others in order to ensure his management burden is optimised to enable him to manage more resources. That is the essence of leadership. Without this ability, he is merely a depository for tasks and does not add value to his organisation. In brief, motivation is the process of finding out what makes your staff tick and demonstrate they can meet that need by delivering for you. In this respect there is much in common with style of communication described above and this is due to the fact that effective communication must take make is desirous for the recipient to deliver the task communicated. Monores Motivated Sequence, as the name suggests, is a motivational theory but there are a number of other theories, detailing much the same process, albeit in a different way.The two I will focus on are Maslows Need hierarchy and Equity theory. Maslow describes a power structure of needs of each individual, which forms a profit, also known as Maslows gain of needs. At the base of the benefit is the basic Physiological needs we all have (i.e. access to air, food water etc.). so comes the need for asylum (shelter, security), above that comes accessible needs or Love/belong needs (company, acceptance, friendship etc.). Above that comes the dream up needs (Recognition from others) and on top of the pyramid is Self-Actualisation (self-fulfilment, morality, creativity). Diagram below shows this pyramid figure 1. Maslows hierarchy of Needs14In essence, what Maslow suggests is that people will need to satisfy their more basic needs before they can begin to satisfy a higher level need. In order to move them, it would be necessary to demonstrate how they could satisfy their needs at the appropriate level on the pyramid by achieving the goal. In a work situation, appropriate compensation will help satisfy the lower order needs on the pyramid and little motivational benefit could be derived from focussing of satisfying the Physiological and Safety needs of staff. In order to motivate staff, it will be necessary to demonstrate how achieving the organisational goal or the task at hand will help meet one of the highe r level needs on the pyramid (i.e. the need for social acceptance, of increased esteem or of self-actualisation). To do this effectively, it will be necessary for a leader to identify where on the pyramid the reports needs are. Generally the personal circumstances and ambition of the individual will determine which of his needs have already been satisfied and which need should the leader demonstrate as being achievable. The equity theory postulates that if people perceive inequity, they will try to correspond the situation and eliminate that inequity.It is a social comparison of an individuals science that drives an individual. They compare themselves against others and make an assessment whether the take they are achieving for the effort they are using up is similar to the vantage others get for the effort they expend. So individuals make a giving assessment of their own perceive strengthener/effort ratio and compare it to the perceived reward/effort ratio of others. Indiv idual are generally satisfied when the two ratios are generally equal. However, this leads to two different scenarios when it is not Underpayment inequity when an individual feels they are underpaid for the effort they put in compared to another. The impact of this would be either the individual reduce their effort, productiveness or quality of their work to match their erudition of what the comparator produces. Overpayment inequity when an individual feels they are actually overpaid for he work they produce, in which case they expend more effort in an attempt to increase outputs or improve the quality of their work.The situation most often manifests itself when staff compare their pay grades, but other rewards, such as praise, mentoring, training etc. could also be used in their comparison. Leaders need to be acutely aware of the situation as a perceived Underpayment inequity can have a devastating impact on productivity and also on the ability to curb staff, unless managed ade quately. On the other hand, a perception of Overpayment inequity, although can seem to have benefits, can lead to an overly stressful situation for the individual concerned as they may feel their post will be made redundant or reduced in grade. Own ability to motivate Monroes Sequence and Maslows Hierarchy I have had cause to use both the theories above in motivating my staff.In the example given previously where I set two Construction Managers in friendly competition with each other I used Monroes Sequence to develop the strategy. In find out the need, I used Maslows Hierarchy to understand the most effective way to approach this. I understood the two individuals were already passing effective and cause individuals and general discussions with them led me to believe that both would be seeking to satisfy their need to greater esteem. I therefore developed a strategy where I would enable both of them to achieve greater self-confidence whilst improving their outputs and perfo rmance. The most gratifying thing is that even though both now are aware of my manipulation, the rivalry continues and is still paying dividends.Own ability to motivate Equity TheoryI am currently dealing with a situation where my Construction Managers are rewarded at tintinnabulation 9, which is the same as my Quantity Surveyors (QSs). However, I would assess that the Construction Managers (CMs) achieve several times more value from their work. They also carry greater responsibility and much greater workload. This has come about as a result of implementing equal pay legislation using a very ineffective evaluation model. The model tries to find equity between too umteen different types of work and fails miserably in the case of construction activities. There is also the issue of required qualifications of each group and my ability to recruit to these positions. I am currently reassessing the workload of the QSs and exhausting to make it more equitable by rebalancing workload.How ever in the meantime, I have asked the CMs to identify workstreams that may be suitable to be reallocated. I have also given the CMs more access to me and have more frequent contact with them, apparently to address work issues, but also as a form of reward as there is a aim for staff to seek some form of approval and praise from their leaders. I am aware though that the QSs might be excessively stressed and I will have to reassure them. In the short-term this approach has proven to be effective in maintaining morale and motivation and has prevented from loss of staff. I will however need to deliver the implied promise to rival the burden on both these groups. As a result of the above I am able to conclude that I have a well-developed ability to motivate staff, based on the relevant theories outlined. military mission and EmpowermentDelegation and empowerment is the act of transferring responsibility to subordinates for delivering a task and ensuring they have the authority, r esources and the means of achieving the desired outcomes. Effective relegating and empowerment will result in several key benefits A leader can achieve more than he could individuallyWorkforce will be more involved and feel authorise which will have a positive effect on productivity, and have a stake in outcomes Delivery will be more efficientDevelop subordinates which will help with succession planning Although a leader may make his subordinates accountable for their actions, the leader will continue to be accountable for the completion of the task to his own superiors. There are therefore risks involved in delegating and often a leader will find it difficult to let go of projects that are dear to them. There will therefore be a tendency on the part of the leader to use the beg off of accountability to avoid delegating. I have had direct experience of this when some eld ago a newly establish take onor decided that he would in person sign all letters emanating from one particu lar table service area. This is because that service area was primarily customer facing and was employed in managing an ever decreasing ability to deliver due to funding cuts. The team, which I was part of, therefore continually had to separate no and this caused political difficulties for the countor. Instead of managing expectations, he decided to stop delegating. The result was he had very little time for the task of signing letters, let alone anything else. afterwards some years of this, we had a situation where thousands of service requests remained unanswered, some over four years old. Despite our pleadings, he refused to delegate the work and eventually more senior people reorganised the Department, making the checkor redundant. As a consequence of the above, I have learned that I must delegate in a well-timed manner. To manage the risks outlined above, I ceaselessly ensure my subordinates are motivated, have adequate resources and the ability to deliver. I also ma intain the constant vigil, both from a project/programme management perspective and also from a financial perspective, ensuring regular monitoring and identifying barriers to work with my staff to ensure delivery. As a result of this approach I have so far, this financial year, successfully delivered some 14million worth of projects, making some 3.5million income, of which 300,000 is surplus.We are on course to deliver the full 19million programme and make a surplus of some 850,000 over an income of 5.4million. Compared to the position two years ago when the service made losses of some 900,000, my position is a much improved one. The single most skill that has enabled me to achieve such turnaround is my ability to delegate and empower my staff. I am therefore highly confident that I have a well-developed ability to delegate and empower others. kindle a Personal Development Plan to improve own ability to lead. In spite of the above, and perhaps as a result, I feel I will need to con stantly develop myself. It is my quarrel that continuous learning will enable us to achieve continuous improvement. tonality issues for me are Reviewing the above, I feel I have not yet know the art of managing my own and others emotions to achieve performance improvement. I need to understand better the workings of Local administration to identify areas where my leadership skills need to be improved. In conjunction with the above, I believe I need to improve my ability to set direction and communicate.Emotional IntelligenceIn completing this assignment, this is one area where I have learned the most. I had been aware of issues touch cultural bias in psychometric testing because of my personal interest in equalities issues. The work researching Emotional Intelligence has cast the issue that with issue of equalities. It seems to me that any process designed to value submission with the majority (which the concept of Emotional Intelligence undoubtedly is), is doomed to discrimina te minority groups or those with a different cultural approach. However I recognise that EI remains a very useful tool in the armoury of any leader wishing to improve performance. Actions Complete this ILM course by December 2014 and seek funding for furthering my education to MBA level CostDirect funded centrally, no cost to service confirmatory 1 day per fortnight cost to be absorbed by service command processing overhead timeallowance for training and development Leadership Issues in Local GovernmentThis is particularly relevant to my field and it is necessary for me to keep abreast of the developing issues surrounding Leadership in Local Government. several(prenominal) journals are dedicated to latest developments in the sector, including The MJ and The Economist to a lesser extent. Actions sample out a mentor within the industry by December 2014. offer to read relevant periodicals ongoing. CostDirect no cost to service confirmative carried out in personal time, no cost to service. Set direction and communicatingI have a fairly well developed personal communicating style, and my written communication is also of reasonable quality. The area I most need to work on is my communication to groups. Actions Use the opportunity provided by my Chairmanship of North tocopherol Performance Improvement Network to practice and develop my ability to direct and communicate to groups.CostDirect no cost to service indirect As part of normal day to day duties, travel and time costs covered by capital projects Review and monitorI will review my achievement against these objectives on a six-monthly basis to effect improvement and amend aims and objectives as necessary.CostDirect no cost to serviceIndirect 2 hours every fortnight, cost to be absorbed by service overhead allowance for training and development.Bibliography1 kernel Leadership Theories, MindTools (2013). functional at http//www.mindtools.com/pages/ article/leadership-theories.htm (accessed 22/10/20 13). 2 Situational Leadership Theory, Wikipedia (2013). procurable at http//en.wikipedia.org/wiki/Situational_leadership_theory (accessed 04/11/2013). 3 The Hersey-Blanchard Situational Leadership Theory, MindTools (2013). on tap(predicate) at http//www.mindtools.com/pages/article/newLDR_44.htm (accessed 22/10/2013) 4 Action Centred Leadrship, Businessballs.com (2013). 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