Leadership is a precarious management skill that implicates the ability to offer encouragement to a group of people towards a common goal (Spohn, 2018) . It has a direct effect on organizational success based in certain cycles.
The Effective and Ineffective Cycles
Effective cycles involve employees' responses to high prospects with high performance. In contrast, ineffective cycles involve response to low expectations by the employee with low performance (Hersey et al., 2017). As much as the two cycles change the performance readiness of employees, the effective cycle focuses on the output variables, which are short-lived which eventually lead to low work output. Effective cycles certainly produce a higher spiraling effect through the use of motivators. At the same time, ineffective circles follow the downward spiraling effect from the negative experiences of employees. My former boss had to instil trust in the low performers with high expectations to enhance productivity in the retail stores, as Hersey et al. (2017) confirmed.
Delegate your assignment to our experts and they will do the rest.
Developmental Cycle
A manager must have access to the employees' productivity levels (Hersey et al., 2017, p.165). Managers can only determine if the developmental cycle ensembles by determining the performance readiness in analyzing individual levels the ability and willingness to perform specific tasks assigned (Hersey et al., 2017 ). It is determined by assessing employees past performance and watching employees' behavior. If the performance readiness is low, then the developmental cycle gratifies.
Regressive Cycle
A regressive cycle is renowned once the Performance Readiness Levels drops, characterized by low motivation to perform tasks (Hersey et al., 2017 ). When the high strength competing for responses in an environment emulates, the more the performance readiness levels drop. Therefore the competition of the responses with goals of the work dictates the behavior of the employee. Consequently, Hersey et al. asserts that managers need to shift leadership styles appropriate for low performance ( 2017 )
Leadership Styles
Managers often operate as general supervisors in maximizing the employee's performances, according to Hersey et al. (2017 ). However, engaging an employee with an S4 leadership style attracts innovations and inventions. Though the energy is used in one area and can fail in another (For instance, john's case with his job and the family) (Hersey et al., 2017). When the employee's Performance Readiness level shifts to R3, also should the leadership style. The style should incorporate directives and social support instincts. In this case, willingness is upheld in strengthening the employee-manager relationship. Once an employee cops up with the R3 issues, the managers can retract back to the leadership style in S4.
References
Hersey, P., Blanchard, K., & Johnson, D. (2017). Management of organizational behavior (10th Ed.). Pearson India Education Services.
Spohn, D. (2018). An Operational Definition of Effective Leadership: Was Covey Right? Review of Public Administration and Management , 06 (01). https://doi.org/10.4172/2315-7844.1000251
