Workforce 2020 Report

Workforce 2020 Report

Introduction

Government and private companies sought a more diverse workforce, and while some complained that there was reverse discrimination, over time the workplace ultimately did what it has always done employers tried to get the talent needed for the best price.  Lately, employers have had quite the pickings.

The Hudson Institute's Workforce 2020 addressed how companies needed to adapt to an aging workforce and change jobs to accommodate technology changes, and how trends such as telecommuting, temporary staffing, and employee leasing affect the workplace. 

Leadership

Leadership is the capacity or ability of a person to influence, induce, encourage or motivate others to carry out certain objectives and enthusiasm.

Leadership style

Here are five, but keep in mind that competent leaders mix these five styles to acclimate to the place, the task and people.

First, the management style is one in which the leader is not seeking the views of his subordinates and gives detailed instructions on how, when and where to carry out a task and then closely examine its implementation. Style is appropriate when time constraints preclude elaborate on the issues, if the leader has created a climate of trust, subordinates will assume that the leader has changed to this style of leadership because the circumstances so require. Among the false beliefs about the management style is that this means the use of derogatory language or includes threats and intimidation, which is not true.

Secondly, the participative style is one in which the subordinate leaders ask their opinion, information and recommendations, but it is they who make the final decision on what to do. This style is recommended for leaders who have time to make such inquiries or dealing with experienced subordinates. The desire to create a team spirit encourages plans, so that their components have extraordinary motivation to get it going.

Third, the delegating style involves giving subordinates the authority to solve problems and make decisions without first asking permission from the leader. Leaders whose subordinates are mature and experienced, or those who want to create a learning experience for their subordinates, have only delegate their authority and make clear the purpose of the mission. However, the leader is still ultimately responsible. Fourth and fifth place are the styles of transformational and transactional leadership.

The transformational "transforms" subordinates by challenging them to rise above their immediate needs and interests, emphasizes individual growth-both personally and professionally and in the enhancement of the organization. This style allows the leader to benefit from the skills and knowledge of experienced subordinates might have better ideas on how to accomplish a mission. You also get good results when organizations are facing a crisis, instability, mediocrity or disappointment. It is not recommended if you are inexperienced subordinates.

For its part, the transactional leadership style uses techniques such as motivating subordinates to work by offering rewards or threatening punishments, assign tasks in writing, outlining all the conditions for a mission to not give complete and direct by exception, ie, revealing only what the subordinate has ...