Developing your skills and habits to become a better leader is vital for some reasons: your overall performance as a leader will affect the morale of the team you lead, encouraging them to do more work more efficiently, and will also ignite their enthusiasm, which will motivate them to share the best results.
But there’s much more than just your team’s performance, and according to a Gallup poll, the first reason Americans leave their jobs is to want to get away from a lousy manager. And that’s undoubtedly true since being a terrible leader can cost you losing the best talent on your team.
The question here is how do you create a work environment that employees don’t want to leave? Rule number one is to remain flexible. A consistent management style will not give you the desired results. Sometimes it can produce good results with the team in the short term. But it will probably cause you to lose a lot of competent team members most of the time. On the other hand, as a leader, you want your team to be happy and productive all the time.
Why Should You Follow Situational Leadership?
According to Google, balancing support for your team with space for growth is one of the critical characteristics of senior managers. In a study conducted by a group of Google researchers within project Oxygen, Google identified the most common qualities among the best-performing managers: the leader came first to be a good trainer.
In contrast, he avoided micromanagement’s straightforward management style in the second place. Yet, it may be for many managers to find The exact line between being. And participating in people’s work is complex. This is where the style of leadership appears, depending on the situation.
Paul Hersey and Ken Blanchard developed the attitude-based leadership model, Which states that as a manager, you need to adjust your management style according to your team’s needs. Where your employees go through multiple stages of learning.
From being beginners to becoming experts, and need different levels of support at various points. For example, the new staff member needs intensive training. And frequent supervision. Still, on the other hand, the experienced staff member will be frustrated if there is insufficient confidence in their abilities and is surrounded by repeated leadership.
What Leadership Style Do Google Managers Currently Follow?
“She believes in the importance of giving employees space to fail, learning from their mistakes and integrating flexible leadership into their management,” Tatiana Silva, Google’s global software industry manager, said in a recent leadership workshop in Amsterdam.
“applying a flexible driving style that enables team members to learn, plan, challenge and feel support all the time can be beneficial to each company. By balancing the needs of the people you work with and those of the company. You will have a much better chance of creating rational, vibrant, active, high-performance teams that help you be a better leader,” she said.
Despite the apparent benefits of a position-based driving style, following it can seem a little daunting at first, and in addition to doing all this work by discovering the learning. Stage employees’ needs and how to provide them with the best support. You’ll also have to adapt to the new circumstances.
The good news is that learning stages are very intuitive; wherever you are in your career right now, you’ve been through this stage several times yourself. So it won’t be difficult for you to come up with the needs and expectations associated with each.
So let’s explore what level of support you need at every educational stage for your team’s staff to help you be a better leader:
But Will You, Once You, Do that, Become A Better Leader?
The answer is no.
You’re a good leader if you manage to guide your team members throughout learning. Still, unfortunately. The attitude-based leadership style assumes that your work is never over because once employees are able to do their jobs enough. The sense of comfort will start to be too much. Eventually, the tasks are entirely dull. Making them unenthusiastic.
To prevent this, you need to continue to challenge your team members with new tasks and responsibilities, which could mean larger projects, new clients. New task forces, the authorization of senior staff to manage teams of new employees and much more. You have to do anything to get them out of their comfort zone.
In short, you need to find a challenge that will send them to the first stage of the learning cycle again, and yes. That means guiding them through the whole process again.
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