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Although Ronny Smith spearheaded this self-leadership coaching blog initiative, it is YOUR blog too, so please submit your input on a daily basis. Simply put, we all want to be successful in life, yet achieving success  in certain areas of our lives has proved to be very challenging , so we all need HELP.  I believe through your comments, suggestions, ideas and input we can help each other achieve high levels of success we never dreamed of.
For example, writing Ronny Smith Self-Leadership Coaching Blog, which started as a daily commitment, was fun, interesting and enjoyable the first few articles, but then it became monotonous, and challenging, so I stopped writing it for several days.   This is just one recent example of many examples in my life where I would started something and not finish it. SO I ASK YOU, WHAT DO YOU THINK CAUSES US TO START REAL GOOD BUT THEN FALL SHORT AND NOT FINISH TO THE END? I’m asking for your help on this, which is the real reason why I started Ronny Smith Self-Leadership Coaching Blog.  I mean it is real easy for me to wait until I master myself, develop consistent success habits that will lead me to achieve all that I dream of, THEN, write about how I did it.  That I can do and commit my life to doing! But what’s unique about Ronny Smith Self-Leadership Coaching blog is that I will be sharing with you my daily challenges towards success in life, while seeking your help and applying lessons learned along the way. Once I forgive myself, I focus on the accomplishments I was able to achieve, pat myself on the back for it, brush myself off, and get back on the horse again, with the promise to myself that I will do better tomorrow.
Learn about the major situational conditions that determine the effectiveness of different leadership styles.
Identify the conditions under which highly task-oriented and highly people-oriented leaders can be successful based on Fiedler’s contingency theory.
Describe a method by which leaders can decide how democratic or authoritarian their decision making should be. The earliest and one of the most influential contingency theories was developed by Frederick Fiedler.Fiedler, F. The model summarizes the level of directive and supportive behaviors that leaders may exhibit.
Situational Leadership Theory helps leaders match their style to follower readiness levels. Robert House’s path-goal theory of leadership is based on the expectancy theory of motivation.House, R.
The theory also makes specific predictions about what type of leader behavior will be effective under which circumstances.House, R.
Path-goal theory of leadershipTheory stating that a leader’s main job is to motivate employees with the beliefs that (1) their effort will lead to high performance, (2) their high performance will be rewarded, and (3) the rewards they will receive are valuable to them. Participative leadersThose leaders who make sure that employees are involved in making important decisions.
Achievement-oriented leadersThose leaders who set goals for employees and encourage them to reach their goals. The path-goal theory of leadership has received partial but encouraging levels of support from researchers.
Yale School of Management professor Victor Vroom and his colleagues Philip Yetton and Arthur Jago developed a decision-making tool to help leaders determine how much involvement they should seek when making decisions.Vroom, V. Based on the answers to the questions we gave, the normative approach recommends consulting employees as a group. Vroom and Yetton’s leadership decision tree shows leaders which styles will be most effective in different situations. Vroom and Yetton’s model is somewhat complicated, but research results support the validity of the model. The contingency approaches to leadership describe the role the situation would play in choosing the most effective leadership style. Do you believe that the least preferred coworker technique is a valid method of measuring someone’s leadership style? Do you believe that leaders can vary their style to demonstrate directive, supportive, achievement-oriented and participative styles with respect to different employees? What do you see as the limitations of the Vroom-Yetton leadership decision-making approach? Which of the leadership theories covered in this section do you think are most useful, and least useful, to practicing managers? An examination of today’s business ecosystem requires an end to short-term reactive thinking.
Nimble, newer businesses have been thriving across the globe by thinking differently, always innovating and bringing the best customer experience possible. Along the path to success, businesses are swiftly approaching a cliff they don’t anticipate.
The solution is a 360-degree operating blueprint that connects the dots between creating a new concept to growing a sustainable business. Thomasson says Oxford uses several strategies to creatively destabilize the firm’s culture and prevent complacency.
To schedule a free coaching call to see if coaching might be the help you need, simply call 760-930-9604. Studies show that in organization, a strong sense of leadership is a must for its operations to run smoothly.
The dynamic of coaching may be the next generation of management, and it requires time, dedication and coaching for  managers to make this personal and professional shift. A growing number of managers within Fortune 500 firms are hiring their own coaches to help them grow because they aren’t able to get the quality or confidentiality they need from in-house “corporate coaches”.
When I think about those people who have had a profound influence on my life they are all very different in their personality but all of them have been great coaches.
I contenuti di questo blog, dove non diversamente specificato, sono sotto Licenza Creative Commons. La Leadership e un concetto di cui molti parlano ma che nella pratica pochi mettono in pratica.
Il blog di Life Lab cerca di parlare di questo argomento utilizzando esempi pratici e concreti che permettano a chiunque di impossessarsi di questi preziosi strumenti. 3 principi (facili) per essere Leader oggi: molti personaggi parlano della Leadership ma pochi ti dicono come fare a essere Leader. Barack Obama e un esempio di Leadership: e nei momenti di crisi che si vedono i veri Leader.



Sono Leonardo Leiva, Coach, Esperto in Produttivita e Trainer di PNL (Programmazione Neurolinguistica).
There are three conditions creating situational favorableness: (1) leader-subordinate relations, (2) position power, and (3) task structure. The model argues that to be effective, leaders must use the right style of behaviors at the right time in each employee’s development.
Because the theory is highly complicated, it has not been fully and adequately tested.House, R. Imagine that you want to help your employees lower their stress so that you can minimize employee absenteeism. The decision has high significance because the approach chosen needs to be effective at reducing employee stress for the insurance premiums to be lowered. If the leader makes the decision alone, what is the likelihood that the employees would accept it?
In other words, the leader may make the decision alone after gathering information from employees and is not advised to delegate the decision to the team or to make the decision alone with no input from the team members. On average, leaders using the style recommended by the model tend to make more effective decisions compared with leaders using a style not recommended by the model.Vroom, V. Fiedler’s contingency theory argued that task-oriented leaders would be most effective when the situation was the most and the least favorable, whereas relationship-oriented leaders would be effective when situational favorableness was moderate. Or does each leader tend to have a personal style that he or she regularly uses toward all employees?
Yet, many businesses constantly struggle to juggle management, sales, marketing, customer service, distribution, and finance. It is for this reason that many companies now offer leadership development to potential leaders in various business organizations and also for people who would want to discover the inner leaders in them. This is understandable because great leadership has often been the cause of great business success, Bill Gates and Steve Jobs being two illustrative examples of what good leadership can do for companies.
As a manager that becomes more of a coach to the staff by teaching everyone in your organization the four-step coaching process and introducing the notions of distinctions, personal foundation, dedication, standing up for what you believe or want, keeping your agreements, evoking, requesting, self-management, excellence and mission, among others.
Having someone to guide you in the direction of your goals and give guidance for success is one of the greatest decisions a person can do for self-improvement. Potrai scaricare gratis l'e-book di crescita personale di oltre 100 pagine dal titolo "Realizza i Tuoi Obiettivi Adesso". I tuoi dati non verranno in alcun modo ceduti o comunicati a terzi e verranno trattati in conformita al D.Lgs. Non e un semplice report di pochi paragrafi, ma un vero e proprio libro di oltre 100 pagine con un percorso completo di crescita personale a tua disposizione. Instead, a better question might be: under which conditions are different leadership styles more effective? Instead, placing the right people in the right situation or changing the situation is important to increase a leader’s effectiveness.
If the leader has a good relationship with most people, has high position power, and the task is structured, the situation is very favorable. Participative leadership may be more effective when employees have high levels of ability and when the decisions to be made are personally relevant to them.
There are a number of approaches you could take to reduce employee stress, such as offering gym memberships, providing employee assistance programs, establishing a nap room, and so forth. In our example, the answer is high, because employees may simply ignore the resources if they do not like them.
In this instance, employee and organizational goals may be aligned because you both want to ensure that employees are healthier. The group in question has little information about which alternatives are costlier or more user friendly. Let’s imagine that this is a new team that just got together and they have little demonstrated expertise to work together effectively. They were left behind as their landscape transformed and their niche was replaced or reinvented.
Oxford works with multiple coaches,Thomasson says, but one is specifically focused on the top ranks. There’s a plethora of training programs out there that emphasize leadership development and it may get confusing for anyone. Alcuni lo hanno messo in difficolta (come la riforma sanitaria oppure il caso BP – Golfo del Messico), altri, come quello che troverai qui, sono di esempio per tutti.
Mi occupo principalmente di Produttivita, cioe dei modi che aziende e individui hanno per fare di piu utilizzando meno tempo e risorse, trattando argomenti quali la gestione di email, progetti, riunioni, team, agenda, il processo di delega, e piu in generale i modi di affrontare le attivita di ogni giorno in modo efficiente ed equilibrato. After the disappointing results of trait and behavioral approaches, several scholars developed leadership theories that specifically incorporated the role of the environment.
The theory predicts that in “favorable” and “unfavorable” situations, a low LPC leader—one who has feelings of dislike for coworkers who are difficult to work with—would be successful. When the leader has low-quality relations with employees, has low position power, and the task is relatively unstructured, the situation is very unfavorable. Employees who are at the earliest stages of developing are seen as being highly committed but with low competence for the tasks. Supportive leadership is predicted to be effective when employees are under a lot of stress or when they are performing boring and repetitive jobs.
For employees who have a high internal locus of control, or the belief that they can control their own destinies, participative leadership gives employees a way of indirectly controlling organizational decisions, which will be appreciated. This style is likely to be effective when employees have both high levels of ability and high levels of achievement motivation.
You do not have information regarding what your employees need or what kinds of stress reduction resources they would prefer.
Based on the leader’s experience with this group, they would likely ignore the decision if the leader makes it alone. House’s path-goal theory states that the leader’s job is to ensure that employees view their effort as leading to performance and increase the belief that performance would be rewarded.


Even though these terms are often put in the same category as coaching, they are not the same. Sono anche formatore per aziende e organizzazioni, oltreche nel campo della Produttivita, su temi quali Leadership e Comunicazione Efficace. Researchers started following a contingency approach to leadership—rather than trying to identify traits or behaviors that would be effective under all conditions, the attention moved toward specifying the situations under which different styles would be effective.
When situational favorableness is medium, a high LPC leader—one who is able to personally like coworkers who are difficult to work with—is more likely to succeed. According to this model, employee readiness (defined as a combination of their competence and commitment levels) is the key factor determining the proper leadership style. They lead employees by clarifying role expectations, setting schedules, and making sure that employees know what to do on a given workday.
When employees know exactly how to perform their jobs but their jobs are unpleasant, supportive leadership may also be effective.
As you answer each question as high (H) or low (L), follow the corresponding path down the funnel. For this purpose, leaders would use directive, supportive, participative, and achievement-oriented leadership styles, depending on what employees needed to feel motivated. Quali strumenti concreti si possono applicare per essere piu Leader, in famiglia, al lavoro oppure di se stessi? Come Coach metto a disposizione i miei talenti a servizio di chi vuole mettere ordine nella propria Vita facendo spazio a cio che e piu importante.
Fiedler’s contingency theory of leadership: An application of the meta-analysis procedures of Schmidt and Hunter. As the employee becomes more competent, the leader should engage in more coaching behaviors. Expectancy theory of motivation suggests that employees are motivated when they believe—or expect—that (1) their effort will lead to high performance, (2) their high performance will be rewarded, and (3) the rewards they will receive are valuable to them. The theory predicts that the directive style will work well when employees are experiencing role ambiguity on the job. Vroom and Yetton’s normative decision model is a guide leaders can use to decide how participative they should be given decision environment characteristics.
Se hai un Obiettivo da raggiungere, oppure vuoi fare crescere la tua organizzazione, contattami via e-mail, Facebook o Twitter e saro felice di aiutarti.
Supportive behaviors are recommended once the employee is at moderate to high levels of competence. According to the path-goal theory of leadership, the leader’s main job is to make sure that all three of these conditions exist.
If people are unclear about how to go about doing their jobs, giving them specific directions will motivate them. And finally, delegating is the recommended approach for leaders dealing with employees who are both highly committed and highly competent. Thus, leaders will create satisfied and high-performing employees by making sure that employee effort leads to performance, and their performance is rewarded. However, if employees already have role clarity, and if they are performing boring, routine, and highly structured jobs, giving them direction does not help.
The leader removes roadblocks along the way and creates an environment that subordinates find motivational. Directive leadership is also thought to be less effective when employees have high levels of ability.
According to the theory, a leader’s style is measured by a scale called Least Preferred Coworker (LPC) scale.
When managing professional employees with high levels of expertise and job-specific knowledge, telling them what to do may create a low empowerment environment, which impairs motivation. People who are filling out this survey are asked to think of a person who is their least preferred coworker. Each of these styles can be effective, depending on the characteristics of employees (such as their ability level, preferences, locus of control, achievement motivation) and characteristics of the work environment (such as the level of role ambiguity, the degree of stress present in the environment, the degree to which the tasks are unpleasant).
Then, they rate this person in terms of how friendly, nice, and cooperative this person is.
Assessing the validity of Fiedler’s contingency model of leadership effectiveness: A closer look at Strube and Garcia. In other words, if you can say that the person you hated working with was still a nice person, you would have a high LPC score. This means that you have a people-oriented personality and you can separate your liking of a person from your ability to work with that person. Specifically, there is more support for the theory’s predictions about when low LPC leadership should be used, but the part about when high LPC leadership would be more effective received less support.
However, if you think that the person you hated working with was also someone you did not like on a personal level, you would have a low LPC score.
Even though the theory was not supported in its entirety, it is a useful framework to think about when task- versus people-oriented leadership may be more effective. The theory’s biggest contribution may be that it highlights the importance of a leader’s ability to change styles, depending on the circumstances.
Moreover, the theory is important because of its explicit recognition of the importance of the context of leadership. Unlike Fiedler’s contingency theory, in which the leader’s style is assumed to be fixed and only the environment can be changed, House’s path-goal theory underlines the importance of varying one’s style, depending on the situation.
Therefore, while it can be a useful way to think about matching behaviors to situations, overreliance on this model, at the exclusion of other models, is premature. The model starts by having leaders answer several key questions and working their way through a funnel based on their responses.



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