MANAGEMENT LEADERSHIP

Becoming a better Leader - Rocketship Model and other Leadership Skills



Becoming a better Leader - Rocketship Model and other Leadership Skills

Introduction

For there to be exchange, coordination, cooperation between agents, there must have agreements between the persons concerned; i.e. a system of mutual expectations between persons and their behavior (House, 2004; Komives, Lucas & McMahon, 2007). This conduct is a prerequisite in today's environment where organizations are more oriented towards the optimization of human capital. This optimization is a challenge that every organization begins work ahead in achieving its objectives. Only such a challenge is not easy, when each organization has within it individuals driven by motives of action convergent and divergent, and for purposes that do not always seem to go in the same direction as those the organization (Giuliani & Kurson, 2002; Goleman, Boyatzis & McKee, 2002). Today the science of the organization is in the practice of democratic type of leadership the key to maximizing the potential of human resources. It is valued and taught in most business schools. Yet the experiences of success on the basis of leadership models sometimes considered backward show that no form of leadership is better than others in absolute best, with a view inter-culturalist, we try to show that the composition of each organization and social values ??that it promotes vehicle latently practicing a specific type of leadership.

Discussion & Analyses

These cases were collected from semi-structured interviews conducted with managers and employees in both organizations selected by us, with the aim watermark to highlight the social and economic objectives of each organization, their cultural moorings and axiological and finally, their leadership practices of men (Giuliani & Kurson, 2002). The requirements of cooperation inherent in the operation of all human organizations involve the phenomena of power, understood here as the ability of an individual to change the behavior of another individual. The different ways of exercising power are what might be called social influence. For Edgar Morin, social influence is part of a process of interaction between the person exercising the power and target of this power (Goleman, Boyatzis & McKee, 2002). Social influence is to effect change, to produce behaviors that can enable an organization to achieve the objectives it has set.

The first form is the standardization of influence that can be approached as a process of mutual adjustment between group members (House, 2004). It corresponds to a situation where the group is under construction and where standards are to be invented. Through cognitive processes such as attribution, categorization and social comparison, individuals interact to reach a compromise (Lencioni, 2002; Marquis & Huston, 2009). This implies for each group member to make concessions to converge agreements. Standardization may favor the status quo because it rests on a balance, but at the same time, it can be a lever for social change.

The second form of influence is the line that refers to a situation where an individual adopts an attitude consistent with the model group (Komives, Lucas & McMahon, ...