A leadership style model—tell, ll, consult, join and delegate
Your leadership style is situational. Your leadership style depends on the task, the team or individual's capabilities and knowledge, the time and tools available and the results desired. Here, we reviewed the leadership style model of tell, ll, consult, join and delegate.
Tannenbaum and Schmidt (1958) and Sadler (1970) provide a continuum for leadership and involvement that includes an increasing role for employees and a decreasing role for supervisors in the decision process. The continuum includes this progression [ ]:
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1. Tell
The supervisor makes the decision and announces it to staff. The supervisor provides complete direction香菇菜心. Tell is uful when communicating about safety issues, government regulations and for decisions that neither require nor ask for employee input.
中间一个点
致我们失去的青春>高压锅炖排骨时间2. Sell
The supervisor makes the decision and then attempts to gain commitment from staff by "lling" the positive aspects of the decision. Sell is uful when employee commitment is needed, but the decision is not open to employee influence.
3. Consult
婴儿肠绞痛T电子商务是什么专业he supervisor invites input into a decision while retaining authority to make the final decision herlf. The key to a successful consultation is to inform employees, on the front end of the discussion, that their input is needed, but that the supervisor is retaining the authority to make the final decision. This is the level of involvement that can create employee dissatisfaction most readily when this is not clear to the people providing input.
4. Join
The supervisor invites employees to make the decision with the supervisor. The supervisor considers his voice equal in the decision process. The key to a successful join is when the supervisor truly builds connsus around a decision and is willing to keep her influence equal to that of the others providing input.
To round out the model, add the following:
5. Delegate树上的男爵
The supervisor turns the decision over to another party. The key to successful delegation is to always build a feedback loop and a timeline into the process. The supervisor must also share any "preconceived picture" he has of the anticipated outcome of the process.
Why Employee Empowerment?
People are your firm's most underutilized resource. In the new knowledge economy, independent entrepreneurship and initiative is needed throughout the ranks of your organization. Involvement in an organization is no longer a one-way street. In today's corporate environment a manager must work towards engaging organization forcefully enough to achieve its objectives. New knowledge-bad enterpris are characterized by flat hierarchical structures and multi-skilled workforce. Managers assume more leadershi
p and coaching tasks and work hard to provide employees with resources and working conditions they need to accomplish the goals they've agreed to. In brief, managers work for their staff, and not the rever.
Empowerment is the oil that lubricates the exerci of learning. Talented and empowered human capital is becoming the prime ingredient of organizational success. A critical feature of successful teams, especially in knowledge-bad enterpris, is that they are invested with a significant degree of empowerment, or decision-making authority.
Equally important, employee empowerment changes the managers' mind-t and leaves them with more time to engage in broad-bad thinking, visioning, and nurturing. This intelligent and productive division of duties between visionary leaders, focusing on emerging opportunities, and empowered employees, running the business unit day to day (with oversight on the leader's part) provides for a well-managed enterpri with strong growth potential.
