Suppose you are a transformational leader and a source of inspiration to many people. You have many followers who follows you and have trust on you. As a leader you are leading a project and your followers are working effectively for its completion. You have noticed that instead of hard work and enthusiasm the quality of work is not up to the mark and deadline of a project is very near. Which gives you a feel that may be due to work pressure you set unrealistic deadline due to which the quality of the work is getting compromised. You don’t want to demotivate your employees as they are already working at their best but you want them to be more productive so that the work can be completed on time. Now as a leader how you will handle the situation? Discuss logically in detail.
Answers
Answer :Leaders, quite rightly, are the heroes of the corporate epic (a few leader-villains notwithstanding). They motivate us to go places that we would never otherwise go. They are needed both to change organizations and to produce results. In any business climate, good leadership is perhaps the most important competitive advantage a company can have. It’s hardly surprising, therefore, that management scholars focus relentlessly on the attributes of successful leadership.
Leaders, quite rightly, are the heroes of the corporate epic (a few leader-villains notwithstanding). They motivate us to go places that we would never otherwise go. They are needed both to change organizations and to produce results. In any business climate, good leadership is perhaps the most important competitive advantage a company can have. It’s hardly surprising, therefore, that management scholars focus relentlessly on the attributes of successful leadership.But in our understandable effort to grasp and master the skills of leadership, we tend to lose sight of the fact that there are two parts to the leadership equation. For leaders to lead, they need not only exceptional talent but also the ability to attract followers. Regrettably, however, it’s becoming harder to get people to follow. The problem is that followers get short shrift in the management literature, where they are described largely in terms of their leaders’ qualities. In other words, they’re thought of as merely responding to a leader’s charisma or caring attitude. What most analyses seem to ignore, though, is that followers have their own identity. Indeed, in 30 years of experience as a psychoanalyst, anthropologist, and management consultant, I have found that followers are as powerfully driven to follow as leaders are to lead.
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Answer:
MOTIVATE TO EMPLOYEE'S