Task 4- activity 3
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Royal Gurkhas Institute of Technology in Melbourne *
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Course
521
Subject
Communications
Date
Jan 9, 2024
Type
docx
Pages
12
Uploaded by BaronKnowledgeRam234
Part A: Self-evaluation Template 12: Self-evaluation Self-evaluation
Leadership style
As demonstrated by a transformative leadership initiative in the case scenario, developing the
talents and skills necessary to exhibit excellent modelling and leadership behaviour will take
some time. If I can correct my mistakes and identify my strengths, I think I'll need to become a
transformative leader. I think I have two years to do that. During my time here, I want to focus
nearly all of my attention on constructing the elements of my experience that will enable me to
fulfil my long-term goals, both personal and professional. I need to build the confidence to
convince myself and other members of the group of my special vision if I want to lead the team
in a transformative manner. However, after two years, I need to concentrate on honing my
hard skills, soft skills, and technical competencies in order to become a significantly more
successful transformational leader. Transformational leadership also calls for strong people and
communication management skills, as well as focus, direction, and good judgement. Hawkins:
In this sense, the ability to make wise judgements is a crucial component of my journey towards
being a transformative leader and is where I am now at in terms of my growth. In a similar vein,
I believe that motivating and influencing people is critical to an organization's success. I believe
that a year is reasonable and required for me to transform my shortcomings into strengths
because the Whitman Grow model thoroughly examines my problems.
Strengths and weaknesses of your leadership style (Three each)
Strengths: -
Research has repeatedly demonstrated that transformational leadership is likely the
most successful style of management, since it exceeds transactional leadership.
-
Based on at least one study, it received the highest score for effectiveness. Transactional
leadership came in second, contingent pay came in last, and controlling by expectation
came in fourth.
-
Transformational leaders include their followers in decision-making and problem-solving
processes by encouraging the generation, evaluation, and synthesis of several points of
view. This is in contrast to transactional leaders.
Weaknesses:
-
The fact that transformative leadership cannot be applied in every situation is one of its
drawbacks.
-
It's not useful in situations that need quick response times, such as emergencies or
complex problems that must be resolved quickly.
-
Cultural constraints hinder transformational leaders, limiting their effectiveness and
requiring that their usage be tailored to the specific culture in which they are used. An
analysis of transformational leadership's effects revealed that it had little positive effect
on more established cultural norms. The culture in which the transformational
technique is applied determines its success.
Two (2) areas of improvement considering the weaknesses identified
-
To begin with, online Media solutions Pvt. Ltd should base its decision-making process on the needs of the owners, taking into account current trends and whether the owners prefer deals or other approaches to draw them in (such as making our company's platform easier for them to use).
-
Second, Online Media Solutions has to inspire its staff by using motivational approaches.
If they work hard to meet the company's goals, they should be rewarded with even greater benefits.
Part B: Feedback from the staff members Template 13: Feedback sessions
Outcomes of feedback sessions
Feedback session: Academic Manager
Name: Sila Tamang
Position: Staff Member
Feedback received
How effective is your leadership style? Practitioners' receptivity to criticism was favourably correlated with both the Leader Member Exchange and
their interactions with transformational leadership. Additionally, the effects of transformative leadership on
practitioner attitudes towards feedback would have been mediated by the calibre of supervisor-practice
interactions.
Do I serve as a positive role model? Since you recognise that being effective and morally upright in managing people, circumstances, and
resources is essential to any leadership role, I found you to be a role model in most areas, including
interaction and decision-making. An organisation benefits from both official and informal leadership roles
because they provide direction and influence culture. A leader is someone who works to achieve a common
objective by using their position, authority, and talents. Taking on a leadership job might greatly boost your
ability to try and polish the soft and interpersonal skills that are essential to your success both personally and
professionally.
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What are the key areas that I can improve in my personal leadership style?
You must constantly be quick on your feet, whether it's setting up impromptu meetings or responding to
unforeseen enquiries from clients. It's imperative that you have faith in your own judgement. You may put
your problem-solving skills to the test by participating in an entertaining interactive quiz. Reviewing the many
approaches to issue solution comes next. Which ones will you use going forward and which ones could be
useful later on? Finally, we can help you track problems back to their source so you can improve your
processes and put practical fixes in place.
Outcomes of feedback sessions
Feedback session: Trainer/assessor
Name: Khalid Osman
Position: Sales Manager
Feedback received
How effective is your leadership style? Since I work in the sales department, I've discovered that the positive aspects of
transformational leadership increase employees' intrinsic drive, which in turn produces desired
psychological states. Increased productivity and efficiency at work may be related to an
increase in employees' intrinsic drive.
Do I serve as a positive role model? As a leader, simplicity is the most important thing to me, and I found that you share this
sentiment as well. When they give forth their vision, transformational leaders do so in a clear
and concise manner. In order to achieve apparently insurmountable objectives, teams need to
focus like lasers on the task at hand. Simplifying things makes things more structured and
makes it easier for employees to do their duties without becoming bogged down in the
specifics. You struck me as captivating, and I think that's because charisma is a necessary quality
for transformative leaders in order to inspire their staff to benefit the next generation. You may
discover excellent illustrations of transformational leaders' charismatic leadership traits, such as
paying close attention, being physically present, celebrating accomplishments, accepting
responsibility for mistakes, and making criticism.
What are the key areas that I can improve in my personal leadership style?
If you set up and adhere to a regular pattern, I think you may become a lot better leader. If a
transformational leadership style is used in your workplace without adequate planning or
communication, chaos and disturbance may result. Centralised systems are more likely to
malfunction, and inattentive staff members may undermine output. In their rush to make the
necessary adjustments for their teams, transformational leaders frequently fail to see that the
conditions are ideal for enacting the necessary changes.
Part C: Template 14: Incorporate feedback into your leadership style
Incorporate feedback into your leadership style Areas of
improvement (Any
three)
Strategies to incorporate or address each area of improvement in
your leadership style. (50-100 words each)
More
improve
Decision making
When you are the one who has to make the decision, it is helpful to
keep the outcome in mind. Before you can truly start assessing your
options, you need to decide what you want to achieve. Making a
significant decision requires having a clear idea of the outcome.
Agile decision-making
You may include your employees in the decision-making process by
using agile decision making. Agile decision-making is characterised by
the practice of decomposing complex choices into digestible pieces
and addressing them in an open, cooperative manner.
Systematic Decision
It's likely that choices are made in a regular, methodical, and repeating
manner. The team may adjust and make minor adjustments as needed
because of this transparency and consistency. Permit me to give you an excellent example: the introduction of a completely new product. All team members attend the regularly planned meetings, where they get updates on team activities and offer feedback on their individual performance. Staff members debate problems and come to an agreement.
Motivation lacks
Creating captivating concepts that draw followers and motivating
them to take action with methods that bring those concepts to life. As
covered in the foundational works on the topic, a transformational
leader inspires and drives others to come to work every day by sharing
a vision that increases understanding of and commitment to the
performance, goals, and values of the company. This is how the
concept of transformative leadership is therefore expressed.
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Part D: Demonstrate application of feedback to leadership style
MEETING AGENDA TEMPLATE: Meeting/Project Name:
Strategic change management process
Date
of
Meeting:
(MM/DD/YYYY)
17-11-2023
Time:
10:00 am
Meeting Facilitator:
Manager
Location:
Meeting Room
1. Meeting Objective
-
In order to assess the data from the case study and to get clarification on the particulars of
the strategic change management protocols, questions should be answered.
-
To provide information on the rules, regulations, and actions that must be taken in order to
abide by the law formed during the strategic change management process.
-
To delineate the components of the performance development process and provide
feedback, suggestions, and observations subsequent to generating a suitable assessment and
examination of the employees' productivity and efficacy following adjustments made in
accordance with the altered strategy.
-
- Providing the training required to acquire the necessary skills to carry out the modification
-
To ask questions in order to obtain clarification on the intricacies of the performance
enhancement techniques following the implementation of strategic change management
techniques inside the company.
-
To provide information on the rules, regulations, and actions that must be taken in
accordance with the legislation in light of the modifications made to the strategic
management processes.
-
To outline the components of the performance development process following strategy
adjustments, as well as to provide observations, advice, and comments.
-
To confer with the HR manager and common manager on the performance assessment
techniques of the strategic change management process following the creation of
modifications, namely the Processes for Performance Appraisal and Performance
Improvement.
2. Attendees Name
Department/Division
E-mail
Phone
Osman
Line Manager
osman@gmail.com
0452237148
Sila
Change Manager
Sila.tamang@gmail.co
m
0450463211
Meghnath
CEO
Meghnathdahal@gmail
.com
0404686437
3. Meeting Agenda Topic
Owner
Time
Use language, structure, and design that are appropriate for
the audience to convey information about the processes that
are currently underway in the strategic change management
process.
Line Manager
20 min
Confirming and elaborating on comprehension is done by
probing and listening.
Change Manager
25 min
to find out what they think about the performance
development processes and the components of the
processes
CEO
10 min
4. Pre-work/Preparation (documents/handouts to bring, reading material, etc.)
Description
Prepared by
Copy of Agenda Meeting
Line Manager
The advantages of a two-way communication system for
handling change management
Change Manager
MEETING MINUTES: Meeting 1
Meeting Minutes:
20 min- 30 min
Date
of
Meeting:
(MM/DD/YYYY)
17/11/2023
Time:
10 am
Minutes Prepared By:
Manager
Location:
Meeting room
1. Meeting Objective
-
Describing the necessity of the instruction.
-
To outline the findings and recommendations for changes in strategic management.
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Meeting Minutes:
20 min- 30 min
Date
of
Meeting:
(MM/DD/YYYY)
17/11/2023
Time:
10 am
Minutes Prepared By:
Manager
Location:
Meeting room
2. Attendance at Meeting Name
Department/Division
E-mail
Phone
Osman
Line Manager
osman@gmail.com
0452237148
Sila
Change Manager
Sila.tamang@gmail.com
0450463211
Meghnath
CEO
Meghnathdahal@gmail.
com
0404686437
3. Agenda and Notes, Decisions, Issues Topic
Owner
Time
• How will the line manager assess each team member's
performance?
• How will organisational goals be considered in the strategic
management change procedures?
Line Manager
15 min
• What organisational guidelines and procedures are in place at
the moment for the processes of strategic change
management?
• Which legal criteria need to be fulfilled in order to implement
the strategic change management techniques?
Change Manager
10min
Meeting Minutes:
20 min- 30 min
Date
of
Meeting:
(MM/DD/YYYY)
17/11/2023
Time:
10 am
Minutes Prepared By:
Manager
Location:
Meeting room
• Which protocols should be used to address subpar
performance from employees both before and after the
implementation of the strategic change management
protocols?
• How will failing employees be fired in line with organisational
policy and regulatory requirements using the recently
implemented strategic change management procedures?
• How will both formal and informal skill teaching address the
staff's underperformance?
CEO
15min
4. Action Items Action
Owner
Due Date
To guarantee that relevant information is sent to the change
management team
Line Manager
40 Min
To show support in a noticeable and proactive manner.
Office Manager
20 Min
5. Next Meeting (if applicable)
Date:
(MM/DD/YYYY)
20/12/2023
Time: 10 am
Location: Meeting room
Objective: After implementing the strategic change management process and policies,
do a final analysis and evaluation of the workers' performance.
Email: To Academic Manager
Subject: Requesting confirmation for the meeting and sending information on the change management and procedure created in Activity 1.
Attachment: meeting agenda.docx
Dear Sir,
I hope everyone is having an incredible time.
I'm sending you this email to let you know that our company has changed and is now using the change management procedure. In addition, I would want to talk with you about how the policy
was created and provide our all-departmental managers some input on our change management procedure. Therefore, I would want to confirm that our meeting time 10 A.M. will
occur. If you have any comments on our change management procedure and meeting time, do get in touch with me.
I've attached the agenda, topics, and conversation from our meeting.
With Best Regards
Sila Tamang
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