Leading and motivating a team Essay

Leading and motivating a squad effectively and judgement attractorship .. is registered charity providing social housing. Its hallucination is homes and neighbourhoods we peck be all proud of. They put customers first, tutelage a strong financially viable, socially responsible, salutary governed business which is eruditeness and growing achieving continuous improvements while obtaining value for money. My police squad sustenance and Support(S&S) trys support, advice and supporter to customers who be vulnerable or in need. We successfully sustained tenancies and communities for tenants and will give them a platform to address different challenging issues and passel within their lives. The service is tailored to the individualists support needs, which is identified through the initial assessment. The support incorporates an action plan which is reviewed regularly to make for certain the actions ar being met. The more or less important characteristics of a successfu l schemes is the clarity of purpose, tenderness to core values, a distinct identity and a resolve(p) vision of the aim of the presidency.A good vision keeps the organisation moving precedent and is a good motivator for the lag to hit the set goals. exclusively police squads within the housing airorate have set goals and like the S&S police squad these have to be achieved. Without goals there would be no direction for the staff to achieve and come aparticipating in do the organisation successful. These targets and achievements are discussed at one to ones, and team meetings so team members are aware of how their performance contributes to the overall targets set at strategic train to achieve success overall. Other options available are away days, spherical emails to staff and congregation sessions. Not everyone likes to be topd the same way. Email and literary works works for some, but others would rather listen and talk.Respect the person youre trying to communi cate with and use the method they prefer. Clear communication and discernment is essential giving you the aptitude to deal with whatsoever issues or concerns that the staff have effectively and quickly. High performing teams will have excrete understanding of roles and accountability acknowledges the objectives, functions appropriately while carrying out the ask tax. observe performance and regular 1-1s will indicate areas which require addressing, while go outing the team to be open and honest about(predicate) what works and doesnt and load-bearing(a) them to providefeedback will hand over areas of strength and ways to improve. Receiving support and commission from senior managers will enhance your have got capabilities to lead the team reasonableness LEADERSHIPS STYLES Kurt Lewin (phycologist) researched and created a mannequin Lewins leaders Styles putting them in 3 categories .Authoritarian provide clear expectations for what needs to be done, when it should be done, and how it should be done. Participative- offer direction to group members, but they also participate in the group and rent input from other group members. And delegation -offers little or no guidance to group members and leave decision-making up to group members. A leader needs to analyse personal abilities, the group and the situation, then select the outdo leading modal value. A leader who chooses the most appropriate style and has the ability to adapt is likely to be successful.There are many factors which could make choice, size, skill, beats and knowledge, individuals with different personalities and backgrounds. Large teams whitethorn have staff with varying levels of skill. This may require the manager to adopt a more authoritarian style, providing clear communication so that everyone knows what to do to achieve goals and tasks. On the other hand, team leaders may take a more participative approach with other managers of equal standing in order to get their own tea m functioning efficiently.The delegating leadership style is thought to be most effective when the fol let downs are comfortable taking responsibility, and have the experience to accomplish the necessary tasks. The leader provides guidance in the decision making process then delegates. Paul Hersey and Kenneth Blanchard were the first to describe the delegating leadership style and recommend that the leader move around the task precaution grid with a specific situation. Group maturity is a treasure of group growth and development High Maintenance and rugged trade union movementHigh Maintenance and High TaskLow Maintenance and Low TaskLow Maintenance and High TaskLow task behaviour providing directionHighAuthoritative management styles, which make expectations clear. These styles al number 1 for little input or innovation from subordinates and may breed resentment, which good deal result in subordinates dis pleasant from the organizations vision and lead to lower productivity lev els. A leadership style that has significant positive make on subordinates requires cultivation. It is as important to know the people on your team as it is to know your organizations vision and policies, take epoch to learn about their families and hobbies. Developing your knowledge will enhance your respectability, and acquiring to know your team will create camaraderie and mutual trust. Willingness to listen, tractability and mutual respect are, crucial to developing a leadership style likely to produce the coveted effects of high productivity, flexibility, innovation and loyalty on subordinates.Self assessment survey carried out as part of my ILM learning indicated scores of 34 participative (democratic) ,28 authoritarian(autocratic),24 delegation(free reign).During my Housing Diversity Network(HND) mentoring program I completed a more in depth assessment which highlighted my strengths helplessnesses and dominance leadership qualities sharing the report with my line manage r, colleagues and mentor then receiving feedback I reviewed criticism constructively, examined my own skills and actual an action plan to address weaknesss to expand my leadership capabilities ,which included additional training, coaching, mentoring and attending workshops and seminars.Participative leadership is a managerial style I consider to have the attributes to stick with with, this links in with organisations working practices allowing structured teams to empower them selves delivering services which are flexible and adaptable while working within the guild lines of the companies polity and procedures.Motivate and developed at teamTo prod a team to successfully achieve the set goals and to work effectively while maintaining and amend performance I feel the use of Abraham Maslows motivation speculation as guidance that will ensure that the team are unbroken motivatedThe basis of this theory is that people are motivated by un live up to needs and that certain lower fact ors need to be satisfied before higher needs can.As long as we are motivated to satisfy these cravings, then we are moving towards growth and self actualisation. Satisfying needs is healthy while preventing has a negative effect. My Sustainment and Support(S&S) south team was created in mid 2012 bringing together staff with various skills and different personalities. I assisted my manager to help motivate and drive the team forward to be successful in obtaining the objectives of the organisation within this new structure. This included having discussions in team meetings to see if any obstacles would hinder staff from functioning to their full capacity, identifying needs then implementing with team building exercises, which was forefront of the process. Maslows model mirrors this by making sure our working environment and personal needs are met, providing all aspects of safety. slam and belonging created great team spirit and high moral which was required as to the intensive nature of the post, enhancing the teams wellbeing by bringing in Yoga and meditation which created a team that functions well and gaining a reputation of successful tenant engagement where others have found it difficult, e.g. populate facing court proceedings for rent arrears , non responding to Income management (IM) but engaging with S & S while we stabilise the tenancy. When these pre court visits were introduced team members initially ref employ to carry out this task stating it was not part of their job role. it was an IM function, discussions during team meeting about the subject matter became heated creating low moral .The following week I explained to the team if we carried out this task, was successful we could show case the talents of the team to the organisation, talked about the positive effects this would have on our clients and encouraged everyone to take on board , being able to communicate in this fashion proved successful.I supported and motivated a member of the team wh o I shall refer as C who was not functioning at the correct level and not achieving the teams and his own individual set goals. I was given this task as part of my own leadership development plus the manager had used all the resources and C was still not operating teams objectives, this was having an impact on the rest of team as case loads increased. With the threat of disciplinary action and the impact this could have on the team I mat up I had experience and knowledge to assist having previously been part of a team which included C for a number of years and was well aware their learning style. I now realise the process I used symbolises two theorymodels working alongside each other Maslows and Hershey and Blanchard situation leadership style flavor at that model the four headings of Directing, Coaching, load-bearing(a), Delegating I feel covers the method I used to resolve this problem Directing Provide specific instructions clear and simple while closely supervising task acc omplishments Coaching Continues to direct and closely supervise task accomplishments, but also explains decisions, solicits suggestions and supports progress Supporting Facilitates and supports subordinates efforts toward task accomplishments and shares responsibility for decision making with them Delegating Turns over responsibility for decision making and problem solving to subordinates.If we look at the Maslow trilateralPhysiological In this case study for C there was a lack of confidence, knowledge and understanding Security C felt be in his new role that perhaps he couldnt achieve but now he feels his expertise is being recognised harming and belonging C initially felt isolated that the team had developed quicker than him, with the team being a strong supporting group they also assisted in the process Esteem- self esteem was low but grew as C developedSelf actualisation This is about reaching full potential, where I feel there has been significant reassign and is mor e motivated, there is still more room for development Looking at the actions taken below I do feel that in the process, styles were combined together to achieve a result.Bibliographywww.teambuilding.co.uk/team-building-theory-maslow.htmlILM learning material