Leadership ModelEssay Preview: Leadership ModelReport this essayLeadership ModelJim Forrest was a skilled professional in related issues managing in substance abuse. Forrest had the opportunity to utilize his abilities as a lead in a mental health center. Forrest began his search for new employees by interviewing each person the same. Forrest talked to each candidate in the same style rather than finding out their strengths and weaknesses so he would have a better idea of where to place them to assist with client care. Although Forrest noticed positive change in client care, he also noticed concerns with his employees slowly surfacing. Forrest began to question his professional relationship with each member of his staff. It is important to recognize leadership comes in various styles to provide applicable direction to accomplish specific objectives in the workplace. Supervisory leadership must discuss the task and goals set for the organization clearly to its employees. Contingency Theory believes individuals are different; therefore there is not one way that is the best way of leading a team. Contingency Theory takes a look at the bigger picture that contains dynamics about supervisory leadership skill and other variables within the circumstances. Success of any organization is influenced by a variety of reasons, one of which is leadership style. One style of leadership may not be appropriate in some cases, however may be best in others.
Supervisory ProcessThere are 4 main steps in the supervisory process. The first is the beginning phase of the purpose of the supervisor. One of the elements of this process is obtaining reviews from staff and discussing concerns and ideas to make working together more productive (Lewis, Packard, & Lewis, Chapter 7, 2007). In case 7, Jim did not get feedback from his new staff about the implementation of the token economy. The middle phase of the process is the stage where Jim should have realized that his way was not working for everyone; he should have been open minded and ready to make changes when concerns were voiced to him, instead he thought that giving them freedom to make their own schedules they should be following the way he wanted things to be done. At this point Jim should have discussed issues and created an action plan. Jim is now in the facilitative confrontation phase (Lewis, Packard, & Lewis, Chapter 7, 2007), problems have began to surface and Jim hears
t a new employee call, informing him that Jim’s team has been “working on their own” which means the team has been “scared” of the problem. It does not take long before Jim realizes that this is the step which will not work for everyone. Jim believes it is probably best not to let the situation grow so it will never change, to simply see it as “business as usual without any sort of competition”. But when this happens, it means his team is in a bind. The supervisor must decide whether to implement the new plan or not. If the plan succeeds and works, it means he can move forward with what he has just described. If it doesn’t work, he must make changes to the policy and implement the plan, a process which will take time, often in the middle of working day (Lewis, Packard, & Lewis, Chapter 7, 2007). Any further ideas and suggestions he may have could be forwarded to the department’s Director for Work and Employment at 3rd Street in Manhattan (Lewis, Packard, & Lewis, Chapter 7, 2006). Once the team has completed their work, Jim and Jim’s team should take on the remainder of the work together. If the team doesn’t do this, Jim should use his team’s time to consider what could possibly make it better. If this occurs, the work will be less productive; Jim will be forced to take a lot of time off while he does what he always does. He has learned that this can be done on his own time. During the middle phase the supervisors will take some time to consider their options and make an action plan, which Jim probably didn’t see coming. Jim and Jim’s group should spend considerable time explaining to the staff what their options are. This kind of process works well for a lot of tasks but this would take significant amount of time and energy. Jim always wants to “get the ball rolling” because “we really don’t need to be up on the game again until the end of the day” (Lewis, Packard, & Lewis, Chapter 7, 2006). This is a fairly simple and efficient system and he has found that it has become more effective as the relationship became increasingly collaborative. Even when an employee is worried about his or her own work, there is often little conflict between the two. When an employee is worried about his or her future job, Jim has done better with employees who are looking for a change. However, the problem of conflict between employees that Jim feels they are facing can lead him to make poor choices. Sometimes, if one employee believes it was his or hers fault that something is wrong and you simply have to work it out, this might happen, the problem might go away and you may be more or less fired. Other times, the conflict may go beyond being an individual concern with coworkers (and colleagues are less supportive of the supervisor for his or her efforts), which may be the case. In the first few years I worked at a company that had an “understaffing problem,” with an incident in which an employee complained to management about his or her bosses’ behavior. He had been complaining about her complaining to someone. We were at the bar and the manager was on his way back to work. At first I was angry and had to say something to get up to find out what was going on with the company. He said I wasn’t doing this because of my problems. They said I had a problem. After a few conversations I ended up being very understanding and helped with his problem, because it did not result in a complete problem with my management. However, when they finally asked me about being told to come back to work, I felt like I was being fired. That was my last big problem at the company and it is now at this point that I am no longer at my high level.
SECTION 2. CONVERSATION TO GET AN MIRACLE In this work, the process takes the form of talking amongst members of the staff to determine the priorities. I think that this is essential for a productive working relationship and Jim can start by talking as a new employee, which is when we talk, talk and write down the goals. If we don’t get any feedback we stop being productive workers. Each staff member in this process needs to be able to understand the process the way he wants it to, and must understand the principles of what the board has decided to support and how the process works against them. It is a question of who should be the lead, and what is the role of a board member.
SECTION 3. DISASSOCIATIONS As we said in Section 2, when we are working together I am trying to do what you say I need to do, to work together. If I didn’t know if I was not going to be able to be the boss I would have had no way of trying. That is the problem. If you are sitting next to me in front of the board you need to ask me a question. And even if you only know a few words of how great this is I would start working backwards, to have this conversation through another person in front of you. If you have no problem talking to Jim he can talk to others. Just in case you ask I will try my best to explain what my goals are and how the board is different than the previous board. We should focus on things that have interest to us that may change based on the problems raised. At the very least we need to try to get that kind of information and help each other with the process. And if there is no good answer to what I want to get I will start listening. We will have to try again. We are also working to come up with new and different issues and proposals to tackle, but that is not the point. The point is the board should be able to help each other. And that includes the management members.
SECTION 4. COMPETITIONS I want to start with what is already an important issue for a working relationship and how to make the case. If Jim has the experience but he is a new member because he first started working here and has not done everything you say and so on a regular basis then you have a hard time finding someone who can help you when you are going through this. I am trying to answer the question where there is one person and each staffer has their own perspective. Each member of our team is an individual and they have to act as a bridge because of who they are. But Jim has already said it, and when I told him a year ago that if I am successful he wanted me to have a strong working relationship I said let me. His attitude has changed. My personal life has been less as it has grown. I did say I would go back and do the same thing. But if I am successful he will try his best to explain it. This is why I am going to try to work with Jim to help us create an effective working working relationship. First we are going to try to find someone who will help give the information on how things working with us should be done. Then we are going to work in the middle and we are going to try to find an individual who will listen and listen. We do not want to work in a ‘bio-manager’ or ‘managerial’ type of setting for this to be a successful relationship. This is just not how it works. There is an entire industry of people in the financial services industry so we should get to the real stuff first and then develop the relationship. And when we put it all together you will hear this message: “you need an organisation of people in the financial services industry to do a ‘serviceable and useful
SECTION 2. CONVERSATION TO GET AN MIRACLE In this work, the process takes the form of talking amongst members of the staff to determine the priorities. I think that this is essential for a productive working relationship and Jim can start by talking as a new employee, which is when we talk, talk and write down the goals. If we don’t get any feedback we stop being productive workers. Each staff member in this process needs to be able to understand the process the way he wants it to, and must understand the principles of what the board has decided to support and how the process works against them. It is a question of who should be the lead, and what is the role of a board member.
SECTION 3. DISASSOCIATIONS As we said in Section 2, when we are working together I am trying to do what you say I need to do, to work together. If I didn’t know if I was not going to be able to be the boss I would have had no way of trying. That is the problem. If you are sitting next to me in front of the board you need to ask me a question. And even if you only know a few words of how great this is I would start working backwards, to have this conversation through another person in front of you. If you have no problem talking to Jim he can talk to others. Just in case you ask I will try my best to explain what my goals are and how the board is different than the previous board. We should focus on things that have interest to us that may change based on the problems raised. At the very least we need to try to get that kind of information and help each other with the process. And if there is no good answer to what I want to get I will start listening. We will have to try again. We are also working to come up with new and different issues and proposals to tackle, but that is not the point. The point is the board should be able to help each other. And that includes the management members.
SECTION 4. COMPETITIONS I want to start with what is already an important issue for a working relationship and how to make the case. If Jim has the experience but he is a new member because he first started working here and has not done everything you say and so on a regular basis then you have a hard time finding someone who can help you when you are going through this. I am trying to answer the question where there is one person and each staffer has their own perspective. Each member of our team is an individual and they have to act as a bridge because of who they are. But Jim has already said it, and when I told him a year ago that if I am successful he wanted me to have a strong working relationship I said let me. His attitude has changed. My personal life has been less as it has grown. I did say I would go back and do the same thing. But if I am successful he will try his best to explain it. This is why I am going to try to work with Jim to help us create an effective working working relationship. First we are going to try to find someone who will help give the information on how things working with us should be done. Then we are going to work in the middle and we are going to try to find an individual who will listen and listen. We do not want to work in a ‘bio-manager’ or ‘managerial’ type of setting for this to be a successful relationship. This is just not how it works. There is an entire industry of people in the financial services industry so we should get to the real stuff first and then develop the relationship. And when we put it all together you will hear this message: “you need an organisation of people in the financial services industry to do a ‘serviceable and useful
SECTION 2. CONVERSATION TO GET AN MIRACLE In this work, the process takes the form of talking amongst members of the staff to determine the priorities. I think that this is essential for a productive working relationship and Jim can start by talking as a new employee, which is when we talk, talk and write down the goals. If we don’t get any feedback we stop being productive workers. Each staff member in this process needs to be able to understand the process the way he wants it to, and must understand the principles of what the board has decided to support and how the process works against them. It is a question of who should be the lead, and what is the role of a board member.
SECTION 3. DISASSOCIATIONS As we said in Section 2, when we are working together I am trying to do what you say I need to do, to work together. If I didn’t know if I was not going to be able to be the boss I would have had no way of trying. That is the problem. If you are sitting next to me in front of the board you need to ask me a question. And even if you only know a few words of how great this is I would start working backwards, to have this conversation through another person in front of you. If you have no problem talking to Jim he can talk to others. Just in case you ask I will try my best to explain what my goals are and how the board is different than the previous board. We should focus on things that have interest to us that may change based on the problems raised. At the very least we need to try to get that kind of information and help each other with the process. And if there is no good answer to what I want to get I will start listening. We will have to try again. We are also working to come up with new and different issues and proposals to tackle, but that is not the point. The point is the board should be able to help each other. And that includes the management members.
SECTION 4. COMPETITIONS I want to start with what is already an important issue for a working relationship and how to make the case. If Jim has the experience but he is a new member because he first started working here and has not done everything you say and so on a regular basis then you have a hard time finding someone who can help you when you are going through this. I am trying to answer the question where there is one person and each staffer has their own perspective. Each member of our team is an individual and they have to act as a bridge because of who they are. But Jim has already said it, and when I told him a year ago that if I am successful he wanted me to have a strong working relationship I said let me. His attitude has changed. My personal life has been less as it has grown. I did say I would go back and do the same thing. But if I am successful he will try his best to explain it. This is why I am going to try to work with Jim to help us create an effective working working relationship. First we are going to try to find someone who will help give the information on how things working with us should be done. Then we are going to work in the middle and we are going to try to find an individual who will listen and listen. We do not want to work in a ‘bio-manager’ or ‘managerial’ type of setting for this to be a successful relationship. This is just not how it works. There is an entire industry of people in the financial services industry so we should get to the real stuff first and then develop the relationship. And when we put it all together you will hear this message: “you need an organisation of people in the financial services industry to do a ‘serviceable and useful