Tent City Recommended Leadership Style

Tent City Recommended Leadership Style

PROJ330/Human Resources and Communications

January 16, 2011

Tent City Recommended Leadership Style

Normally, leaders switch among different styles as the situation dictates, actually they most often combine styles, to better accommodate the diversity of their team. Distinctive projects may require unusual leadership styles; what's more I find that individual team members respond to different types of leadership styles. The knack to be aware of the needs of both the project and the team members is necessary for the leader to maximize both motivation and positive results. With this in mind, I would recommend a combination of the participative and transformation leadership styles.

For example “what may be effective in routine situations may not be in a crisis, and certain leadership styles and traits are better suited than others for leading in a crisis” (Barbara, J, Reynolds. & Elvia, Earley 2010). This situation will require bringing together multiple groups, and/or organizations that typically don’t work together. This calls for a participative style of leadership Ms. Baker, will need to include the managers, supervisors and other leaders of these groups, or organizations in the decision making, and planning processes. Nevertheless Ms. Baker, will retain the final decision authority, and overall responsibility. Employing this style is not a sign of weakness; instead it is an indicator of strength that team members will recognize. This style is typically used when the leader has part of the information, and team members have the other parts. The leader need not know everything, though must employ personnel with the necessary skill and knowledge, then allow them to become part of the team and empower them to make decisions.

Additionally the fact that the Tent City Project will include various fields of expertise and each field will bring a unique point of view to the table, promotes the use of the transformational leadership style. “The transformational leader will have the requisite attributes such as adaptability and social modeling skills to help focus followers on goals” (2010). The objective in dealing with this crisis is to create flexible responsive self-managed teams, which multiply the capability of the group by thinking outside the box. In addition to broadening and elevating the interests of the team, and generating awareness, acceptance of the purposes and mission of the group, and finally when the team is moved to look outside their own self-interests for the good of society. Ms. Baker, will accomplish this through making expectations of each team member crystal clear, and then empowering them to go beyond their own expectations,