As a result of my Seven Habits Profile, I have determined three weaknesses of my leadership practices. The first weakness is ineffective communication; I do not actively listen and engage in a conversation when a team member is speaking to me. Situational leaders engage in two-way communication to listen, provide support, and encourage team members (Blanchard, 2008). During the course of the conversation, my mind is often distracted by focusing on the actions needed to resolve a situation or I am distracted by occurrences happening around me. As a result, I do not retain the information being presented, I miss important details, or I misinterpret the information. A leader’s ability to comprehend the information communicated and act accordingly is essential to effective leadership (MacLeod, 2016). A distracted situational leader will be unable to assess the needs of the
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The fourth leadership style of the situational leadership model is the delegating style. In this style of situational leadership, the leader delegates since the team members exhibit a high level of readiness, have the ability, and are both willing and capable of directing their own behaviors (Blanchard, 2008). Leaders have many excuses for not developing the skill of delegation. My greatest fear, in delegating tasks to team members, is that the tasks will not be performed to my expectations or an important detail will not be addressed. Therefore, I perform the tasks myself to ensure that performance expectations are achieved. Consequently, I have more tasks than I can accomplish, and I have failed to provide learning and developmental opportunities for the team. Additionally, the impact of not managing time effectively, by delegating responsibilities to other team members, is that I often feel stressed, overworked, overwhelmed, and I am less
The fourth leadership style of the situational leadership model is the delegating style. In this style of situational leadership, the leader delegates since the team members exhibit a high level of readiness, have the ability, and are both willing and capable of directing their own behaviors (Blanchard, 2008). Leaders have many excuses for not developing the skill of delegation. My greatest fear, in delegating tasks to team members, is that the tasks will not be performed to my expectations or an important detail will not be addressed. Therefore, I perform the tasks myself to ensure that performance expectations are achieved. Consequently, I have more tasks than I can accomplish, and I have failed to provide learning and developmental opportunities for the team. Additionally, the impact of not managing time effectively, by delegating responsibilities to other team members, is that I often feel stressed, overworked, overwhelmed, and I am less