Today’s organisation requires development of competent leaders in order to gain commitment and dedication from internal staff members, which is a significant break from traditional management models in which employees are viewed as merely resources that can be aligned with strategic objectives as a means to maximise efficiency and productivity in the operational model. …
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Leadership, unlike management, is about identifying with the intangibles of human behaviour and attitude and attempting to apply empathetic and considerate policies and procedures to improve interpersonal relationship development and to facilitate individual development, thus improving human capital advantages within the organisation, through such practices as coaching and mentoring. Having provided an understanding of leadership and its primary definition, it should be reinforced that only a reflective leader is one that will consistently improve and be able to identify with the diverse psychological, sociological, and tangible needs of employees as it pertains to their role within the organisation. One methodology of ensuring reflection as ongoing, cyclical practice is the 360 degree feedback system, a process of engaging multiple stakeholders to provide meaningful feedback about attitude, behaviour and performance of a peer or subordinate to give a broader and more accurate view of where an individual requires development or improvement. ...
This project attempts, based on research findings and personal reflection, to establish a best practice model of leadership through engagement with multi-rater feedback processes that can provide benefit to the organisation and its staff population. Nature of current leadership agenda The NHS has established a quality agenda that underpins success for health care professionals. According to the NHS, this includes “lifelong learning for health professionals and modern systems of professional self-regulation” (NHS 2012, p.2). Quality, as it pertains to leadership development, therefore involves being able to continuously improve and engage in reflective practice to improve health care delivery and reduce variations that impact quality of care. The NHS recognises that effective and competent leadership is a fundamental aspect of building efficiencies and productivity in health care delivery and building capacity for quality outputs. Before establishing a competency framework for effectual leadership practices, it is necessary to define leadership at its foundation. “A leader is one who selects, equips, trains, and influences one or more follower(s) who have diverse gifts, abilities, and skills and focuses the follower(s) to the organization’s mission and objectives causing the follower(s) to willingly and enthusiastically expend spiritual, emotional, and physical energy in a concerted coordinated effort to achieve the organizational mission and objectives” (Winston and Patterson 2006, p.7). By this definition, a competency framework for leadership development is achievable, through first understanding that leadership is about maintaining influence to engage stakeholder behavioural changes or improvements,
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A Critical Evaluation of HRM and Organisational Behaviour Theories and Frameworks and Link with Performance Table of Contents Overview 3 Changing Landscape of HRM and Organisational Behaviour 5 Significance of HRM Theories and Frameworks 7 Significance of OB Theories and Frameworks to Manage Complexities 9 Assumptions of OB and Human Resources Management 10 Organisational Behaviour to Enhance Organisational Performance 12 HRM to Enhance Organisational Performance 13 Contemporary HR Themes in Contemporary Organisations 14 References 17 Overview The key task of the human resources management (HRM) is to deal with numerous approaches in order to manage the people of the organisation.
Part 1: Nursing Leadership
The age of transformation and technology has drastically changed the approaches taken by organizations as they compete in the global society (Bagshaw and Bagshaw, 1999). Both the public and private sector have to adapt to the challenges and demands of the current period.
This report describes the dynamics of the workplace that both hinder and support training in HRD, mitigating issues of organisational culture, and the potential conflict that can arise between theory and tangible HR practice when attempting to build human capital.
As the business world becomes more complicated and the competition becomes even tighter each day, the importance of establishing a management structure that clearly defines the relationship between the various positions and the functions of each position has become inevitable.
Values, on the other hand, are a bit more complex as they tend to be what a person places a higher priority on in life. Values help people make choices within their daily lives(Harrow, 2011). Therefore, attitudes are something like the building blocks as they help make up the value systems that people hold.
Concurrently, the organisation intends to maintain its previous commitment to effectively maintaining arms capability and sustaining military strength even with a reduced volume of Brigade personnel. In most non-military organisational models, significant reductions in facility and personnel volume create complications to change implementation, ranging from tangible resource inefficiency to human capital-related declines.
As a leader, I need to maintain emotional intelligence, which is learning about me and the emotional condition of others (Ogilvie and Carsky 2002), if I expect to achieve positive followership. Why is this? Den Hartog et al. (1999) reinforces that some cultures appreciate aggressive leaders that are decisive.
The role of shame has been largely ignored by the researchers despite the fact that it has some very serious implications for organizational performance as shame is also a critical organizational phenomenon with great relevance with organizational leadership (Hunt, 2000).
Such strategies are increasing the compatibility among the teams and multidepartment organisation. Leadership skills are helping team leaders in evaluating, and developing the performance of employees. Leaders are able to deal with the
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