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Why Are Managers More Likely To Be Effective?

537 Words3 Pages

Managers that leads their team with a contingent style are more likely to be effective. Very often managers make decisions that affect employees without knowing how disgruntled they truly are. According to Iqbal, “the effective leader must be a good diagnostician and adopt styles to meet the demands of the situation in which they operate”. They must be able to strike the right balance in decision making. Decisions must be standardized for all employees; It is more effective because everyone must adjust themselves to fit the same criteria to make it less costly for the business. Failure in management is typically reflected in low worker productivity and high turnover rate. Our new Manager does not give employee enough opportunity to contribute to anything. Having a negative impact on …show more content…

Quite often managers have one-way communication where they will delegate duties or inform employees of a situation but does not need a response. They just want for the job to be done without any questions asked. After all, poor managers are poor listeners. Managers who lack communication are always typically loses staff because they become frustrated when their voices are not being heard. Managers are expected to lead their staff effectively and in so doing they must learn the five communication styles which are; assertive, aggressive, passive-aggressive, submissive and manipulative. Newton describes theses communication styles as follows; Assertive – Being assertive means respecting yourself and other people. It is the ability to clearly express your thoughts and feelings through open, honest and direct communication. It doesn’t always get employees what they way but will help to compromise and get great results.
Assertive- This style is about winning. An aggressive manager believes that their needs are most important, therefore they are always right in decision

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However If communication skills are poor from my manager, employees will lack enthusiasm in doing their assignments and will question the value of the communication given, also if my manager is meeting the correct standards and requirements of being the manager of the company. Poor business communication skills will also dishearten employees because they will be required to sit through dull presentations or team meetings where they might be provided with unclear instructions on projects, leading to confusion. If poor communication skills result in the inadequate handling of important projects, this can affect the company’s capacity to make positive contributions to customers and the community. The capacity to transform is proportional to the capacity to communicate directions, and to communicate new and exciting ideas and

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Abraham Zaleznik in his article, “Managers and Leaders: Are They Different?” (1977) puts forth a claim that in every aspect of personality and reaction to certain events, managers and leaders are fundamentally different from each other. In this paper, I shall summarize Zaleznik’s argument and subsequently his reasons and evidences to make such a claim. To build on his main claim, Zaleznik at first creates a fine line between managers and leaders based on their personalities. He states that a manager operates in the realms of rationality; his reasons being the structured, ordered environment managers exercise their power in: the business organization.

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Transactional Leadership Frequently referred to as a managerial approach to leadership, the transactional leadership style is centered on improving efficiencies within an organization or team (McShane & Von Glinow, 2015). Leaders practicing the transactional approach focus on the details of the step by step processes and workflows using a reward and punishment system to encourage workgroup production (Dartey-Baah, 2015). As errors and inconsistent results are part of the expected norm, transactional leaders succumb to the belief that employees require ongoing monitoring and supervision to ensure compliance with the expected work practices. When used with an experienced high performing staff, the constant supervision and punitive nature of the transactional leadership style can be counterproductive, causing a decrease in production and satisfaction among some groups. In contrast, when used with newly formed production units, the transactional style has been known to improve employee engagement and response (Breevaart et al., 2014).

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