leadership styles
HOW I BECAME A PARTICIPATIVE LEADER
To be honest, this assignment has had me overthinking about what type of leader I am, which is why I had to take two tests, and both resulted in evidencing, according to my attitudes and thoughts, a participative leadership style; it is a description with which I completely agree.
When I come to think about it, most of the times I accept input from my team members when I am designated as team-leader, since I am convinced that all the group members have to get involved in the decision making and problem solving processes, with the leader’s guidance. I recognize my strengths and weaknesses; I have expertise in some areas, and not so much in certain other subjects, which is why I favour group members’ participation when dealing with most of the topics.
Though I like to hear what others have to say, and believe that when group members feel involved and are allowed to participate they feel more identified with a cause, I tend to keep the right to have the final say or decision whenever I am leading a meeting or project, yet considering their points of view. Empowered team members are more likely to lead to a successful goal or project.
Participative leadership tends to be successful when dealing with people who have expertise in areas related to the specific goal we are pursuing, and once they understand their role in the group, they interiorize it and act driven by this specific role. In these cases, my role as leader is almost reduced to a guidance task, which allows me to learn from other team members.
By encouraging participation from people who have certain degree of knowledge or expertise, they will feel comfortable and positive regarding their leader, and will be able to perform successfully even when the leader is not present.
On the contrary, my leadership style might fail when group members lack knowledge on certain topics related to the goals we are seeking in a determined exercise or project. There are some
To be honest, this assignment has had me overthinking about what type of leader I am, which is why I had to take two tests, and both resulted in evidencing, according to my attitudes and thoughts, a participative leadership style; it is a description with which I completely agree.
When I come to think about it, most of the times I accept input from my team members when I am designated as team-leader, since I am convinced that all the group members have to get involved in the decision making and problem solving processes, with the leader’s guidance. I recognize my strengths and weaknesses; I have expertise in some areas, and not so much in certain other subjects, which is why I favour group members’ participation when dealing with most of the topics.
Though I like to hear what others have to say, and believe that when group members feel involved and are allowed to participate they feel more identified with a cause, I tend to keep the right to have the final say or decision whenever I am leading a meeting or project, yet considering their points of view. Empowered team members are more likely to lead to a successful goal or project.
Participative leadership tends to be successful when dealing with people who have expertise in areas related to the specific goal we are pursuing, and once they understand their role in the group, they interiorize it and act driven by this specific role. In these cases, my role as leader is almost reduced to a guidance task, which allows me to learn from other team members.
By encouraging participation from people who have certain degree of knowledge or expertise, they will feel comfortable and positive regarding their leader, and will be able to perform successfully even when the leader is not present.
On the contrary, my leadership style might fail when group members lack knowledge on certain topics related to the goals we are seeking in a determined exercise or project. There are some