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Fromthatresearch,itcanbeseenthatleadershipstylehasevolvedover
thelastdecade,andtherefore,itisessentialtobemindfuloftheexistence
ofdińerentleadershipstyles.Withinmanydińerentorganisations,doing
dińerentkindsofbusinesses,currentandfutureeńectivebusinessperfor-
manceisdirectlyrelatedwiththewaythecompanymanagesitspeople.
Also,amongvariousleadershipapproaches,possibilitiestoadoptand
toconstantlychangingbusinessenvironmentsisnotjustakeytocom-
peteasańectivelyaspossible,butitisalsocrucialtosurvivewith-
intheextremelycompetitivemarket.AccordingtoMcDermottetal
(2013),“Tereisnoonebestleadershipstyle.Eńectiveleadersmayneed
morethanonestyleintheirrepertoire.Goodleadersadapttheirbe-
haviours,signals,andcommitmentsinlinewithstrategicgoalsinor-
dertoconveyappropriateandrealisticexpectationstotheiremployees”
.
Howmanytimesinyourlifehaveyouhadtofaceanextremelyuncomfortable
situationrelatedtoyourprofessionallife?Wehavetorelyonotherpeoplewho
areinchargeofpublicservices,suchasgovernmentinstitutions,schools,po-
lice,NationalHealthServiceandsoon.Whytheservicetheyprovideisofen
ineńectiveandleadsus,thecustomerstofrustration?AccordingtoParlia-
mentaryandHealthServiceOmbudsman(2015),“Almosttwointhreepeo-
plewhoareunhappywithapublicservicedon'tactuallymakeacomplaint
and29%ofthosesaytheybelievethatcomplainingwillnotmakeadińerence”
.
Now,thesameissuescanbeencounteredwithinplacesweworkin.We
experiencethingssuchaslackofunderstanding,unequaltreatment,dis-
criminationandlackofpossibilitiestoshareideas.Teenvironment
ofourprofessionallifeisfullofunprofessionalleadershipapproach-
es,andhasacolossalimpactonourjobperformance,creativity,wellbe-
ingandsoon.AccordingtoIndependent(2015)whocarriedoutresearch
amongBritishworkers,“DatacollectedbyInvestecPrivateBankingfound
that25percentofprofessionals,includingthoseworkinginfinance,
law,teachingandhealthcare,areunhappywiththeirwork-lifebalance”
.
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