Goals are the results that an organization or a leader wants to reach or achieve in a project. It is based on the vision of the leader and is time bound. To reach the goal, a leader expects his followers to work in synergy to contribute to the achievement of the goal. In a way, the leader’s expectation determines whom to work with. This expectation also influences followers behavior and vice versa. “First, people moving into leadership roles need to understand the performance expectations for their positions. These expectations not only include the results to be achieved; they also include the behaviors that need to be exhibited. (Hughes, Ginnett, & Curphy, 2012) ” Structure is the working design in an organization or a project. A democratic leader has a more open structure. For example an advertisement firm or an innovation project tends to have a more open and flexible structure where the leadership is shared rather than being in a hierarchy. As explained by Kouzes and Posner, “Projects are how we tend to organize work these days. Projects create the context for our goals, determine with whom we work, and set our schedules. (Kouzes & Posner, 2003)”
All three aspects are interrelated. Higher goal setting creates higher expectation of the leader from the followers. These goal and expectation can only function and be nurtured in a well performing structure inside a project.
Goal are based on vision of the leader. To make the vision a reality the leader must choose team members accordingly. The successful transition of the vision to reality, depends on the contribution of the members. Thus the structure of the project for allocating job responsibility of every employee must be catered to bring about a team environment where everyone can build up on the others work. Each member is important to achieve this vision. Each member have their own expectation of the leader. Thus the leader has an important task not only to inspire a shared vision among his followers but cater structures that promotes and motivates the strengths of his employees. In doing so the leader sets his employees on a path of success at work. Every small success must be appreciated.
Appreciation is important because being a leader is not an easy job. People’s expectation change and with so many opportunity in the market they may leave if they feel their expectations are not being met or the organization structure is not friendly. Appreciation for the success must be shown by the leader making the employee feel special. This genuine encouragement of the heart psychologically enforces other to strive for recognitions as well. This encourages people to continue working towards the common goal. “To Encourage the Heart, you recognize contributions by showing appreciation for individual excellence, and you celebrate the values and the victories by creating a spirit of community. (Kouzes & Posner, 2003, p. 93)”
To perform all of these the leader must first know his employees. The employee’s future plan, their motivating factor, their dislikes and principles. A leader must be patient and listen to his employees to understand these aspects. Doing so a leader can understand if the project goal is shared by the employee, whether the expectation of the employees align with the leader and whether structure of organization is counterproductive.
References
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). In R. L. Hughes, R. C. Ginnett, & G. J. Curphy, Leadership: Enhancing the Lessons of Experience (7 ed., pp. 268-269). United States: McGraw-Hill/Irwin.
Kouzes, J. M., & Posner, B. Z. (2003). THE LEADERSHIP CHALLENGE Workbook. San Francisco: Jossey-Bass.
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Goals are the results that an organization or a leader wants to reach or achieve in a project. It is based on the vision of the leader and is time bound. To reach the goal, a leader expects his followers to work in synergy to contribute to the achievement of the goal. In a way, the leader’s expectation determines whom to work with. This expectation also influences followers behavior and vice versa. “First, people moving into leadership roles need to understand the performance expectations for their positions. These expectations not only include the results to be achieved; they also include the behaviors that need to be exhibited. (Hughes, Ginnett, & Curphy, 2012) ” Structure is the working design in an organization or a project. A democratic leader has a more open structure. For example an advertisement firm or an innovation project tends to have a more open and flexible structure where the leadership is shared rather than being in a hierarchy. As explained by Kouzes and Posner, “Projects are how we tend to organize work these days. Projects create the context for our goals, determine with whom we work, and set our schedules. (Kouzes & Posner, 2003)”
All three aspects are interrelated. Higher goal setting creates higher expectation of the leader from the followers. These goal and expectation can only function and be nurtured in a well performing structure inside a project.
Goal are based on vision of the leader. To make the vision a reality the leader must choose team members accordingly. The successful transition of the vision to reality, depends on the contribution of the members. Thus the structure of the project for allocating job responsibility of every employee must be catered to bring about a team environment where everyone can build up on the others work. Each member is important to achieve this vision. Each member have their own expectation of the leader. Thus the leader has an important task not only to inspire a shared vision among his followers but cater structures that promotes and motivates the strengths of his employees. In doing so the leader sets his employees on a path of success at work. Every small success must be appreciated.
Appreciation is important because being a leader is not an easy job. People’s expectation change and with so many opportunity in the market they may leave if they feel their expectations are not being met or the organization structure is not friendly. Appreciation for the success must be shown by the leader making the employee feel special. This genuine encouragement of the heart psychologically enforces other to strive for recognitions as well. This encourages people to continue working towards the common goal. “To Encourage the Heart, you recognize contributions by showing appreciation for individual excellence, and you celebrate the values and the victories by creating a spirit of community. (Kouzes & Posner, 2003, p. 93)”
To perform all of these the leader must first know his employees. The employee’s future plan, their motivating factor, their dislikes and principles. A leader must be patient and listen to his employees to understand these aspects. Doing so a leader can understand if the project goal is shared by the employee, whether the expectation of the employees align with the leader and whether structure of organization is counterproductive.
References
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2012). In R. L. Hughes, R. C. Ginnett, & G. J. Curphy, Leadership: Enhancing the Lessons of Experience (7 ed., pp. 268-269). United States: McGraw-Hill/Irwin.
Kouzes, J. M., & Posner, B. Z. (2003). THE LEADERSHIP CHALLENGE Workbook. San Francisco: Jossey-Bass.