Drawn from the author's many years of successful leadership in numerous contexts, the book gives you clear and practical techniques that quickly produce results, even if you're new to leadership, and even if you can only devote limited time to improving your skills.
- Art of Supportive Leadership Training | Ananda Yoga & Meditation Center Dallas?
- See a Problem?.
- Applied Semi-Markov Processes;
- Get a free audiobook.
- Operational Networking.
- Listeners Also Bought!
Each chapter ends with short, concise summaries that serve as quick reference guides when you need them. Learn how to: Develop an inspiring visionAvoid ego gamesWin the loyalty of othersAchieve lasting resultsCombine intuition with common senseRun ahead of the packBuild an effective teamFind creative solutions to difficult problems. Listeners Also Bought See All.
Receive Our Free Newsletter
House identifies four styles of leadership and three contingency variables. Leaders are more influential and more effective when they are capable of using a style that complements specific contexts within which they are working, rather than using the same style all the time. Leader directiveness : this style is appropriate when tasks are ambiguous, as the leader absorbs uncertainty for the group. Tasks are clearly delegated with monitoring of identified outcomes. Leader supportiveness: this style is appropriate when tasks are highly repetitive, frustrating or physically unpleasant.
Being 'one of the crowd' helps to compensate for situational conditions and makes it easier to delegate unpleasant functions.
Leader achievement-orientation: Achievement-orientation is appropriate for groups who face non-repetitive tasks which are also ambiguous. This style, it is argued, aims to maintain a constant striving for excellence in performance. This approach is less likely to rely on delegation as the 'buy in' will result in staff offering to take responsibility for different areas.
Art of Supportive Leadership Training
Leader participation : this style is appropriate in situations where the group comprises largely internally orientated individuals who are engaged in non-repetitive tasks and will offer to undertake certain roles without a delegation process being involved. Each of the four styles is dependent upon three contingency variables, each of which has an impact on the effectiveness of the style employed. The three variables relate to the characteristics of subordinates.
They are:. Whether subordinates are close-minded and rigid, or are open and flexible to how they operate.
Leadership: An Essential Role for Everyone — Ananda
Whether subordinates are internally or externally orientated. Internals believe broadly that any event is a consequence of their own actions. Externals believe that what happens to them is largely a matter of luck, chance or fate. The ability of subordinates to handle the current task and to develop and learn how to handle future tasks. Different styles of decision making achieve different results and different personalities respond to the different styles. There is no magic formula, leaders need to be flexible and to vary their approach as circumstances dictate.
Vroom and Yetton's five decision styles, can be grouped under three headings:. This works best when accompanied by power, authority, status or age. It is fast and efficient, but autocracy has its downside, others may not 'buy in' when faced with 'fait accompli'. It is best if it is only used when a quick response is required for a short term commitment and the leader is prepared to check the course of action is being followed directly. The Consultative style can engender a high level of different views which are then sifted by the decision maker.
This can lead to a high level of dissatisfaction if and when views are ignored or moderated, alternatively you may also not arrive at the solution that you feel appropriate.
This is a much slower process that may not reach the 'best solution' but a mediocre one that pleases everyone. A high level of facilitation is required to achieve even a mediocre solution.
Olivier Mythodrama Associates identified four character qualities of different types of leaders, each quality has its curses which those in these roles should be aware of, as this affects how they relate to others:. Delegating isn't always easy. It has expanded to include branches throughout the U.
His leadership strategies are derived from the teachings of yoga and have been proven in over 3 decades of community development. Visit Seller's Storefront. Returns for good reasons, are not a problem. Please note we are very rural, so mail can be slow leaving area. Shipping costs are based on books weighing 2. If your book order is heavy or oversized, we may contact you to let you know extra shipping is required.
List this Seller's Books.