Leadership Audit Assignment

Introduction

A single person, a small group, or even a structure can considerably influence how an organization behaves (Langton, Robbins & Judge, 2016). As a result, the conduct of people, particularly leaders’ behaviour, is of the utmost importance in determining how an organization behaves as a whole. So, it is vital to have a solid understanding of key leadership components crucial to a company’s functioning and to evaluate how leaders impact other people working for that firm. I am required to conduct an interview with Mansour Faried for this project. He is a team leader at China State Construction Engineering Company.

Interview

Their role within the organization

• What role do you play in leadership at a company?

I work for the China State Construction Engineering Company as a project manager. Planning, design, building, leasing equipment, project management, and project development are all things that our business does.

• What are your primary responsibilities and duties as the project manager?

My principal responsibility is to oversee the management of all projects that our company carries out. Since I manage projects, I am in charge of leading teams. I am in charge of a huge team comprising a number of different departments, and my job is to monitor the activities they are engaged in. I am in charge of overseeing and managing all of the activities and operations that take place inside the manufacturing unit’s divisions to ensure that they function efficiently. My primary responsibility is to steer the organization toward realizing its fundamental purpose and vision. While I work toward this goal, I let the goal and purpose objectives of our organization, as well as the firm’s strategic plan, serve as my compass. My immediate superior is the company’s vice president of operations.

• How can you know whether a project or assignment is in jeopardy?

To begin, I ensure that everyone on the team is aware of the work schedules and that they have been well communicated to them. I then make it my goal to outscore everything else. In many cases, this lessens the chances of the endeavour being unsuccessful. Second, whenever I am working on a project, I make it a point to keep an eye on the key performance indicators to ensure that all milestones and deadlines are reached. I am responsible for ensuring that the deadlines that have been established and the quality of the job is maintained. Since I have established a solid connection with the other members of my team, they feel comfortable approaching me with any questions or concerns they may have. This will put me in a better position to recognize hazards that are associated with a project or activity. Before I take on any duty, I will prioritize it first to understand the situation better and then draft a risk management strategy. I can determine any potential dangers that may be associated with the projects by putting them in one convenient location. Following that, I will go to work compiling all the data that I can find that will assist me in lowering the levels of danger. Despite this, it would be beneficial for me to take on a project that involves some degree of danger or difficulty since it would help me get better at finding solutions to complex problems.

• What do you do to help your team get better?

I will quickly describe the steps I take to better my collaboration abilities. First, I take into account the input of my teammates. Two, I provide training programs for the group’s task force. I also established specific guidelines for the group to follow in order to improve their output. I like the team’s celebrations very much.

• How do you conduct an evaluation of your team’s performance?

One of the most critical responsibilities of a team leader is to evaluate my team. First, I make sure that I get frequent reports from each department, such as daily, monthly, and yearly reports. I also ask team members to provide suggestions, so everyone involved in decision-making feels acknowledged and driven. Additionally, I recommend self-monitoring performance measures so that my team members may compare their performance to the desired output. Finally, I hold every department responsible for their activities.

• Do the roles of team leader and coach have any similarities?

For me, I do not use a top-down leadership approach because I believe that as a leader, I should be a supportive coach to my team. I would give my team members time to unleash their talent as they provide constructive feedback, performing occasional performance reviews and training sessions. I have an object to run a clear, transparent, and reasonable procedure. My objective is to know employees clearly to help them improve and thrive. I believe that this is how my team wins.

As a leader, I feel that my role is to serve as a supporting coach to the team that I am responsible for, thus I do not adopt a leadership style that is based on command and control. I would allow my team members to develop their skills at their own pace while also providing constructive criticism, participating in sporadic performance evaluations, and attending training sessions. My goal is to carry out a method that is understandable, open to scrutiny, and reasonable. My goal is to have a thorough understanding of each employee so that I can assist them in growing and prospering. I feel that this is the key to success for my team.

• How will your interview prospective job applicants to join your team?

My goal as a good leader is to build a successful team rather than one composed of hard workers. I will make sure that all applicants have the necessary job abilities, but I will also look at important side talents. If you want to be a part of my team, you really need to be able to communicate well in writing and have strong writing skills. I will make it a point to screen candidates for adaptability, reliability, and attention to detail. In addition to that, I will evaluate both their professional experience and their academic advancement. In addition, I will inquire about their social interactions with others in the community and their analytical and problem-solving abilities; these are very important to me.

Their philosophy of leadership (Ch 11)

• How would you describe your approach to leadership?

My approach to leadership centers on open and honest dialogue. I’m going to work on getting everyone in my team to communicate better. If there isn’t a solid relationship between me, the executive members, and the rest of my staff, I work hard to build it. I make sure everyone on the team can freely and openly engage with me and that I can do the same with them. This allows me to see any underlying issues and implement solutions as soon as possible, mitigating any potential fallout. This is done so that the endeavor I undertake has zero possibility of failing. My whole worldview revolves on attaining success. I closely monitor the key performance indicators to ensure my team is meeting deadlines, maintaining quality, and staying under budget.

• How can you, as a team leader, effectively guide your team through transitions?

My experience as a team leader has taught me to be flexible and open to new ideas. When it comes to personal development, a change is crucial. Adapt rapidly to these shifts and be sure of yourself with them so that you can confidently respond to any queries or specific requests from your teammates.

• Where do you find consensus when there’s disagreement on the team?

In cases of disagreements, I always prefer to have open discussions with the involved parties so that I can listen to everyone, lay everything on the table, and resolve things peacefully. I constantly make an effort to ensure timely communication between my employers. Finding a conclusion is made simple in this manner.

• How would you respond if you and a teammate were to disagree?

When members of my group disagree with me, I will make an effort to sit down with them, hear them out, and get an understanding of their perspective. Then, I’ll discuss it with the member(s) in question until we all agree on a solution that works well for everyone involved. But, I always have open meetings once a week to settle any concerns that may have arisen, which helps to lessen the likelihood of disagreements occurring sometimes. I also make an effort to speak in a manner that is approachable to everybody.

• How do you get your team to work hard?

My company relies on my employees. I keep everyone happy and motivated to work effectively. I help team members with job issues and forgive faults. I also inspire my employees by providing an excellent working atmosphere. I also arrange refresher classes to improve their performance. I respect my team members’ thoughts and recommendations since an open atmosphere inspires them and helps them become confident and aggressive.

Question C: type of leadership style:

This leader uses a charismatic style of leadership that is based on his unique personality and traits. But he doesn’t just tell people what to do from his position of power. Instead, he works with team members to give them the resources, skills, and training they need to grow and develop (Langton, Robbins & Judge, 2016). Effective team coaching, like successful sports coaching, depends on open communication and getting to know business partners personally (Langton, Robbins & Judge, 2016). Team leaders should also encourage reporting from the bottom up and take responsibility from the top down. This will help team members work more efficiently by giving them key insights. The interviewed leader has put a lot of effort into developing person-based problem-solving skills, which is a sign of charismatic leadership. Also, the leader has built good relationships with the team members, which makes it easier for them to work well together and make good decisions. When people are motivated by a charismatic leader, they are likelier to stick to their goals and see the value in what they bring to the business (Billy Arcement, 2019).

In addition, this leadership style’s essence is one of change. The Fiedler contingency model serves as the foundation for this individual’s approach to leadership. According to the concept, the leader’s leadership style depends on a suitable match between the level of overcontrol exercised and the leader’s preferred style of leadership. The respondent demonstrates qualities of leadership that are congruent with his role as project manager, which is a leadership position. Employees and members of teams are given the confidence they need to realize their full potential and boost their levels of self-esteem when their boss takes this sort of approach (Zakeer, Allah & Irfan, 2016).

Question: D

Communication style (Ch.7)

The leader maintains an honest and open connection with the members of his team. Being open and honest with one’s teammates is critical to enhancing the team’s overall performance and simplifying leadership. In order for the interviewee to do this, they employ the following strategies to guarantee that they have adequate contact with them:

1. Holding in-person meetings with individual team members whenever necessary.
2. Holding open meeting events once weekly so that concerns may be voiced and discussed openly. This is among the most efficient approaches to maintaining communication with the members of the team.
3. Speaking in a language that any and all individuals are capable of comprehending.
4. Comprehending the varied requirements of employers so that one is aware of how to communicate with them at various times.

Motivation (Ch.4/5)

A leader may inspire his followers to do great things. The company team leader cares deeply about the people on his team and is eager to provide a hand whenever they need it. Motivated teammates will find it simple to collaborate with the expertise of the management to swiftly and easily complete most assignments.

Approach to teamwork (Ch.6)

Cooperation is vital for good teamwork, therefore encourage it. He encourages cooperation by allowing team members to work together and share their skills and experience. Reward and acknowledge team members: Acknowledging and appreciating team members for their accomplishments is essential to fostering a healthy team atmosphere. Commemorate achievements and milestones and recognize team members for their diligence and dedication.

Conflict management style (Ch. 9)

The majority of disagreements may be traced back to breakdowns in communication or organizational procedures. When resolving tensions amongst the people he works with, the interviewee relies on direct intervention strategies informed by the dual concern approach of conflict management. Whenever there are disagreements, the interviewee employs a problem-solving technique in which he consults all of the relevant parties and works towards accommodating as many of the aspirations held by each side as is feasible (Langton, Robbins & Judge, 2016).

Question. E

The position of leadership will never be devoid of obstacles of any kind. The majority of leaders need to improve in essential skills such as time management, the inability to appropriately prioritize tasks, and weak decision-making abilities (William et. al., 2016). Management is the most important factor contributing to difficulties. In many cases, leaders are unable to keep an organization going and are unsuccessful in overcoming the obstacles faced by an organization due to the following reasons:

1. A lack of ability to learn new things and a propensity to commit errors
2. A lack of practical problem-solving abilities;
3. Ineffective problem-solving and communication skills
4. Appropriate skills for managing a team.
5. Inadequate familiarity with the characteristics of influential leaders.
6. An inappropriate approach to leadership.

Poor leadership often goes hand in hand with ineffective management. Other factors that contribute to difficulties in leadership include a lack of collaboration among members of the team, stagnation in progress, and uncooperative management. It’s not uncommon for leaders to lose their resolve and passion when faced with challenges.

Effective leaders must have the problem-solving and critical thinking skills necessary to resolve conflicts and disagreements amicably. To prevent conflicts, leaders should approach arguments in a manner that is understandable to all group members. In addition, leaders should consult with the other members and provide guidance on how to resolve conflicts. A leader’s primary responsibility is to manage conflicts and problems within the team. Whoever is confident in his or her ability to articulate arguments clearly should take the initiative to do so. A leader should encourage team members to engage in the following activities to promote effective communication and resolution of conflicts:

1. Listening before responding to one’s companion.
2. Ensuring the clarity of each argument point during debates.
3. Being receptive to correction and acknowledging errors.
4. Maintaining a humble attitude and being open to direction and suggestions.
5. Supplying reasons that are comprehensible and grounded in reality.
6. Being willing to seek clarification when needed.

Conclusion

When it comes to the conduct of an organization as a whole, the leaders have the most important impact on whether the business will be successful. The leaders of an organization should take the lead in promoting the core objectives and code of conduct, as well as the methods that will assist the organization in realizing its purpose and vision. Since they have such a tremendous impact on the workers who report to them, leaders are expected to demonstrate responsible behaviour. As a result, they need to find strategies to encourage their workers and consistently work toward cultivating positive connections with them. In addition, a leader has to have excellent communication skills and the ability to encourage open lines of communication as well as a cordial working relationship between staff and management. A leader is responsible for analyzing potential weaknesses in the everyday operations of the business, using his or her critical thinking and problem-solving abilities in order to prevent a more severe issue or even a catastrophe from developing.

References

Ahmed Zakeer, Nawaz Allah, Kahn Iefan (2016). Leadership theories and styles. Journal of resources development and management. Retrieved from https://www.researchgate.net/publication/293885908_Leadership_Theories_and_Styles_A_Literature_Review/citation/download

Billy Arcement (2019). The six challenges leaders face. Biz Spotlight. Retrieved from https://www.bizjournals.com/bizjournals/how-to/human-resources/2019/03/the-6-challenges-leaders-face.html

Nancy Langton, Stephen P. Robins, Timothy A. Judge (2016). Organizational behavior. 7th Edition.

William A. Gentry, Regina H. Eckert, Sarah A. Stawiski, and Sophia Zhao (2016). Centre for creative leadership. Retrieved from https://www.ccl.org/wp-content/uploads/2015/04/ChallengesLeadersFace.pdf