Is Participating Style Of Leadership The Same As Transformational Leadership Management Skills Vs Leadership Skills

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Management Skills Vs Leadership Skills

The management style sets the tone of the recreation agency. Some lead by example, others lead with an iron hand. Let’s take a look at two leadership styles to determine which one is best for your leadership position.

Transformational leadership creates a learning environment for employees. This builds trust and inspires employees to work towards a collective vision through the intrinsic motivation of the process. Transformational leaders are effective communicators, share information, and have a clear vision. This style raises the aspirations of employees and focuses them on the goal. A leader acts as a coach rather than a manager. There is less absenteeism because people want to be at work because they feel valued.

Transformational leadership has four key components:

Idealized influence – serves as a role model, encouraging staff to do as he/she does;

Inspirational motivation – motivates staff through shared vision and enthusiasm;

Individual consideration – shows sincere concern for the employee’s well-being and is attentive to personal needs;

Intellectual stimulation – encourages followers to be innovative and ground-breaking, always questioning the status quo.

There is a misconception that transformational leaders are weak, but these managers constantly challenge employees to achieve more and creatively push the boundaries.

At the other end of the spectrum, transactional leadership focuses on a system of punishments and rewards. The chain of command in the organization is clear. Following the instructions of the manager is the primary goal, and subordinates need to be carefully monitored.

This form of leadership is common in business, especially for hourly workers who can be replaced and have little input into the work. Leaders use punishment and reward systems and try to correct undesirable performance while it is occurring. Disgruntled employees don’t come to work because they feel undervalued and replaceable.

Transaction managers perform an administrative role, taking a short-term perspective, accepting the status quo, and copying processes year after year. The manager does not inspire vision, communicate effective goals, or foster collaboration. As a rule, they remain in middle management positions and cannot rise to senior management because they do not see the big picture.

Studying the problem:

The manager of a youth dance studio hires instructors as independent contractors to teach the basics of dance and create programs for a holiday concert. The leader established many rules for the teaching staff, mostly due to incidents that happened in the past years.

For example, instructors must submit their replacement applications in August for September through December classes. Last-minute replacement of a teacher is not permitted, except with a doctor’s note, and is grounds for the teacher’s immediate dismissal. All teachers must take time outside of class to prepare for the Holiday Dance Concert. This usually means extra practices, answering parent questions, sending emails, and showing day duties. This time is unpaid; however, additional time must be sacrificed if the instructor wants to keep the job.

The program director has a clear vision of what the final product of the solo concert should look like. The director chooses music, costumes, order of performances and writes the final script. Despite the fact that the concert is a creative event, the creative role of teachers consists only in choreography. Because faculty are not invited to participate in the creative process, the environment is not nurturing and staff feel dispensable. For this reason, there is high staff turnover, which has led to a large number of rules and restrictions in the contract. Talented teachers don’t want to stay long because teachers feel undervalued and underappreciated. A recreation agency has a transactional leader near the steering wheel

AND progressive approach that combines both transformational and transactional leadership styles will achieve a more positive outcome in a recreational forum. For example, although the director may have an idea of ​​the format of the concert, it is worth brainstorming in the summer to involve the staff in the creative process. Ideas and suggestions need to be voiced, discussed and tested. Even if not all ideas are implemented, instructors need to feel valued and involved in the process. Along the way, the director should inform the instructors about why a choice was made regarding this or that direction. Communication will require more effort on the part of the leader, but will ultimately lead to greater participation and a learning organization. Many recreation directors are exhausted by a lack of resources and increasing customer demand and budget demands, and lack the energy to be a transformational leader. However, to foster a positive learning environment, inspiration and encouragement must come from the leader as a role model.

Some leaders can be frustrated by the give-and-take process of brainstorming and creativity because someone believes they have all the answers. However, the leader cannot consider himself an authority on the matter. Instead, you need to be a coach in the process, guiding the team to its own decisions and results. When ownership of the end product, such as a dance recital, rests with the team and not just the leader, a learning organization is achieved.

For hourly staff, a manager can combine the two leadership styles, as hourly staff require a more specific structure for break/lunch, duty rosters, and extrinsic rewards. The manager can still set a positive example by coordinating with staff and, where appropriate, hold team-building sessions. Hourly staff need to feel part of the overall team, even if the entire staff is not part of the creative process. Effective leaders make all employees feel valued.

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