Interview both superiors and subordinates in your organization with questions focused on the central theme of how the organization can better enable leadership at all levels.
Reflect on the results of your investigation from the perspective of action research.
Describe in detail the implications from an organizational perspective as well as an individual perspective.
How can the information be used to build a better organization?
What role can you play to promote leadership at every level of the organization?
This course has taught me many things. One of those is that leadership occurs at all levels of an organization and is not limited to only those in formal leadership roles. However, as with anything, there is always room for improvement. I approached some designated leaders as well as subordinates in my organization to discuss how leadership at all levels can be better facilitated. There was a wide array of responses, but a couple topics seemed to be talked about most. The first subject was increased trust. This did not mean both upward and downward trust was nonexistent. It meant increased trust in abilities to perform. From a subordinate’s perspective, they want their superiors to give them the flexibility, space, and trust to perform. Micromanaging is detrimental to the individual because it makes them feel as if they will not succeed no matter how much effort they put forth. A lack of trust also paralyzes an organization to perform at an optimal level. The individuals in leadership positions were well aware increased trust was needed. Many felt they were too involved in too many areas and must put more trust in their subordinates. Leaders who fear letting go bring unwanted stress on themselves because they take on too much and are afraid of not having all the answers (Obolensky, 2014).
Another common response related to mentoring and coaching. Subordinates and leadership were both aware that training was sufficient, but both were also equally aware things need to go to the next level if leadership is to occur at all levels. Both mentoring and coaching are exceptional tools to develop everyone in the organization. Ilesanmi (2011) suggests that "mentoring can sharpen a leader’s skills and approach to the workplace. One of the essential goals of being a mentor is to set good examples for protégé. A leader’s understanding that he carry such responsibility for providing sound, accurate guidance to a protégé often serves as motivation to work harder, and to take a fresh look at old issues" (pg. 172). Coaching is a tool that can improve strategy or assist organizations and individuals by exploring the best possible options that work for each. It can be used to develop leaders since it “focuses on helping another person learn in ways that let him or her keep growing afterward” (Frankovelgia, 2010). Nobody is immune to needing improvement. Luke Iorio, president and CEO of the Institute for Professional Excellence in Coaching (iPEC), suggests "Coaching is about helping the people you lead recognize the choices they have in front of them. People will [then] take a great deal of ownership over the direction of the project" (Taylor, 2016).
The best role I can play within my organization is to trust, coach, and mentor those around me when opportunities present themselves. I am not a supervisor and therefore do not have a formal leadership designation. However, this course has shown me that leadership can be demonstrated by each and every employee in an organization. I can promote leadership at all levels through strengthening established relationships and building new ones. This can be accomplished by simply taking a new employee in my department under my wing, engaging in a coaching session with my supervisor, or having a candid discussion with my facility director about some ideas to improve the organization.
References:
Frankovelgia, C. (2010). The Key To Effective Coaching. Retrieved from https://www.forbes.com/2010/04/28/coaching-talent-development-leadership-managing-ccl.html
Ilesanmi, O. O. (2011). Workplace mentoring: learning and developmental approaches: chapter 14. IFE PsychologIA: An International Journal, 2011(Special issue 1), 169-179.
Obolensky, N. (2014). Complex adaptive leadership: embracing paradox and uncertainty (2nd ed.). Farnham, Surrey, UK: Gower.
Taylor, N. (2016, February 01). 8 Simple Ways to Become a Better Leader. Retrieved March 02, 2017, from http://www.businessnewsdaily.com/4991-effective-leadership-skills.html
No comments:
Post a Comment