Lewin's Model Of Leadership Analysis
According to Lewin’s model of leadership (1939 cited in the University of Leicester, 2014), my manager shows mixing from three leadership styles (Autocratic, Democratic and Laissez-faire) within the organisation. He/ she depends on employees’ experience, traits and their behaviours. For instance, he/she is used to be an autocratic leader by making all the strategic decisions and showing an instructive and directional style among new hiring employees. Whereas he/she shows Democratic style through involving experience talented employees in decisions. This action leads to higher quality decisions, initiate team spirit, getting a strong commitment from followers to accomplish tasks because they feel its decisions. Moreover, he/she is used to
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Therefore, a high degree of formalisation gives a clear picture of workers’ duties, responsibilities and regulate their behaviour (Kessler, 2010:206). However, it creates a low level of flexibility to external change (Furnham, 2009:12) and an occasional sense of injustice. Because sometimes unbalances workload is occurring among employees, also reduces innovation because of employees behave in a particular manner. Furthermore, lack of coherence and consistency which emphasis on a lack of communications among employees within the organisation. Whereas the small degree of formalisation within a small structure produces leaders, increases initiatives and promotes flexibilities and agility, however, may lead to …show more content…
Organisational culture has influence on our employees’ behaviour as below
1-Commitment: commit to achieve the ambition, face difficulties along the way and drive change with optimism. For instance, employees can explain the relationship between concrete tasks and the organisation objectives.
2-Opennes: listen with empathy and talk straight. For example, during meetings, creates an open atmosphere that encourages all participants to take an active role in the discussion.
3-Doer: take responsibility and risk to show the way forward. For instance, always goes beyond the job scope and is willing to deliver more than required.
4-Empowered: empower people, through involvement, delegation, and trust. For instance, takes the initiative and supports others to work independently and
Therefore, a high degree of formalisation gives a clear picture of workers’ duties, responsibilities and regulate their behaviour (Kessler, 2010:206). However, it creates a low level of flexibility to external change (Furnham, 2009:12) and an occasional sense of injustice. Because sometimes unbalances workload is occurring among employees, also reduces innovation because of employees behave in a particular manner. Furthermore, lack of coherence and consistency which emphasis on a lack of communications among employees within the organisation. Whereas the small degree of formalisation within a small structure produces leaders, increases initiatives and promotes flexibilities and agility, however, may lead to …show more content…
Organisational culture has influence on our employees’ behaviour as below
1-Commitment: commit to achieve the ambition, face difficulties along the way and drive change with optimism. For instance, employees can explain the relationship between concrete tasks and the organisation objectives.
2-Opennes: listen with empathy and talk straight. For example, during meetings, creates an open atmosphere that encourages all participants to take an active role in the discussion.
3-Doer: take responsibility and risk to show the way forward. For instance, always goes beyond the job scope and is willing to deliver more than required.
4-Empowered: empower people, through involvement, delegation, and trust. For instance, takes the initiative and supports others to work independently and