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Leadership styles vary from one organization to the other depending on the preferences of the individuals in leadership positions (Hoyle, 2006). The main styles of leadership include authoritarian, participative, transactional, and transformational leadership (Hoyle, 2006). This paper discusses my leadership style, which is based on the interactive graphic. It also integrates participative leadership and elements of other leadership styles. It also highlights my weaknesses and strengths in the process of managing and supervising personnel. Lastly, it describes my plan for dealing with the weaknesses and how I will use one of my strengths in leadership.
My Leadership Style
I believe in participative leadership: I treat all my subordinates with respect and I listen to their suggestions about the leadership of the organization (Hoyle, 2006). I also advise other employees to work together in solving problems and improving individual performance and that of the organization at large. I realized that catering to the individual needs of the employees leads to an improvement in their performance. I also sit with them at a round table whenever a crucial decision is necessary. I make all the decisions in a democratic manner, leading to the collective celebration of good results and carrying of blames whenever the organization performs poorly (Patti, 2009).
Strengths in Supervising and Managing Personnel
- I have improved the performance of the organization by creating a family-like environment, where each employee does his or her best for the benefit of the organization
- I relate to other employees as if they are my equals, and that motivates them to work harder
- The round-table method of problem resolution minimizes the number of issues in the organization and improves the productivity of the organization
- My democratic method of decision-making ensures that every employee is satisfied with the decisions
Weaknesses in supervising and managing personnel
Often, I cannot avoid embracing authoritarianism whenever we do not agree on a decision. Sometimes, it becomes very difficult to arrive at an agreement since everybody insists his or her suggestion is the best. Therefore, I have to come in and impose my standpoint on the staff members to avoid stagnating at some points in the discussion. Sometimes I become too soft that the other staff members refuse to carry out the tasks I delegate to them.
Plan for Addressing the Weaknesses
I have been reading Mary Parker Follett’s theory of management to help me improve my management style. Mainly, I want to know how to deal with situations when each employee does not wish to change his or her position for the sake of agreeing on a joint resolution.
I am also planning to be organizing frequent meetings for the sake of talking to the staff members about the need to cooperate in the performance of their duties. Such discussions will make them see the need to obey whatever I tell them to do (Patti, 2009). They will, in the long-run, help avert moving toward authoritarian leadership.
Using the Strengths in Supervising and Managing Personnel
One of my strengths as a leader in the organization is the creation of a good relationship among the employees. I ensure that the employees freely interact with each other regardless of their positions in the organization. This environment ensures that the employees discuss their problems without fearing that they could lose their jobs (Linn, 2008). Therefore, they can approach me or fellow staff members for help. Knowing their problems and weaknesses helps me improve their performance and that of the company.
Different people prefer varied leadership styles. This paper has described my leadership style based on the interactive graphic and my weaknesses and strengths in the process of managing other employees. The discussion proves that interactive methods of administration are very efficient in management.
Hoyle, J (2006). Leadership styles. Encyclopedia of Educational Leadership and Administration, 44(01), 44-0051-44-0051. Web.
Linn, M. (2008). Organizational culture: an important factor to consider. Bottom Line: Mg Lib Finances, 21(3), 88-93. Web.
Patti, R. (2009). The handbook of human services management. Los Angeles: SAGE.