Personal development is a lifelong process. It is a way for people to assess their skills and qualities, consider their aims in life and set goals in order to realize and maximize their potential (Dugan, 2006). It involves a step of further involvement of care and supervising to the followers. It is an initiative or action that makes the employees or followers feel appreciated and valued. Ultimately, it would lead to more commitment and involvement of the followers as well.
When a leader gets personally involved in an organization, it really motivates the employees to desire to work and uplifts the morale of the employees throughout. Here, the personal leadership of the leaders creates an environment of togetherness in every activity of the organization. The leader needs to provide proper guidance to the followers by getting personally involved. This ensures effective and efficient work as well. So when leaders provide the space and create an environment where the followers can work best. Finally, it fosters creativity and creates an environment where creative ideas from workers are generated (Carmeli & Schaubroeck, 2007).
There are some ways a leader can get personally involved and show that he or she cares. When leader walk around and meet people, communicate with them can help a leader understand the real issue. Then he can advise the team. I find this is important because communication gap can mislead them from the path of goal accomplishment. Also, leaders can know who with what set of skills to position where, in order to achieve maximum value. To sum up, leader must be attentive of employees’ interest and focus. If employees are looking for change, they must avail deserving employee with right & new opportunities (Schein, 1983).
References
Carmeli, A., & Schaubroeck, J. (2007). The influence of leaders’ and other referents’ normative expectations on individual involvement in creative work. The Leadership Quarterly, 18 (1), 35-48.
Dugan, J. P. (2006). Involvement and leadership: A descriptive analysis of socially responsible leadership. Journal of College Student Development, 47 (3), 335-343.
Schein, E. H. (1983). The role of the founder in creating organizational culture. Organizational dynamics, 12 (1), 13-28.
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Personal development is a lifelong process. It is a way for people to assess their skills and qualities, consider their aims in life and set goals in order to realize and maximize their potential (Dugan, 2006). It involves a step of further involvement of care and supervising to the followers. It is an initiative or action that makes the employees or followers feel appreciated and valued. Ultimately, it would lead to more commitment and involvement of the followers as well.
When a leader gets personally involved in an organization, it really motivates the employees to desire to work and uplifts the morale of the employees throughout. Here, the personal leadership of the leaders creates an environment of togetherness in every activity of the organization. The leader needs to provide proper guidance to the followers by getting personally involved. This ensures effective and efficient work as well. So when leaders provide the space and create an environment where the followers can work best. Finally, it fosters creativity and creates an environment where creative ideas from workers are generated (Carmeli & Schaubroeck, 2007).
There are some ways a leader can get personally involved and show that he or she cares. When leader walk around and meet people, communicate with them can help a leader understand the real issue. Then he can advise the team. I find this is important because communication gap can mislead them from the path of goal accomplishment. Also, leaders can know who with what set of skills to position where, in order to achieve maximum value. To sum up, leader must be attentive of employees’ interest and focus. If employees are looking for change, they must avail deserving employee with right & new opportunities (Schein, 1983).
References
Carmeli, A., & Schaubroeck, J. (2007). The influence of leaders’ and other referents’ normative expectations on individual involvement in creative work. The Leadership Quarterly, 18 (1), 35-48.
Dugan, J. P. (2006). Involvement and leadership: A descriptive analysis of socially responsible leadership. Journal of College Student Development, 47 (3), 335-343.
Schein, E. H. (1983). The role of the founder in creating organizational culture. Organizational dynamics, 12 (1), 13-28.