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In these times of evolution and constant change in the workplace, it is common to hear people talk about leadership and what it means, what an effective leader should be like and the differences between leadership and being a boss. All of this underlines the importance of having a person who directs a project, without restricting the freedom and initiative of the rest of the group. To understand the new role of the leader, in this post, we will address the 3 crucial leadership dynamics for effective performance, their methodologies and objectives.
If your goal is to become a good leader and you aim to achieve a position of responsibility within your organisation, read this post and choose what kind of leader you want to be.
Leadership dynamics refer to the approaches, behaviours, strategies and practices that a leader employs to lead, motivate, influence and guide their team towards the achievement of goals and results. These dynamics include interactions, communication skills, decision-making, conflict management, and the ability to inspire and develop team members. They represent the actions and methods a leader uses to exercise leadership effectively.
The most innovative and effective leadership dynamics focus on objectives such as improving team performance, increasing motivation and commitment, while promoting adaptability to different situations, strengthening collaboration and group cohesion and enhancing the individual and collective development of team members. In short, the aim is to promote a balance between corporate objectives and those of each professional so that motivation is the fuel for business growth.
Here are three examples of leadership dynamics that will usher in a new era in your company:
In this dynamic, teams are formed and given a series of objects or items to count or classify without being able to see. One of the members is blindfolded or blindfolded, and the others verbally guide them through the task. The aim is to improve communication, confidence and the ability to work as a team.
Participants are asked to design and build paper aeroplanes, but with limited instructions or no specific details. A competition is then held to see which plane flies the furthest or has the best design. This dynamic encourages creativity, decision-making under pressure and collaboration.
In this exercise, emotions and how they impact on the environment are explored. Participants are asked to share situations that generate positive and negative emotions, identifying how they influence the work environment. The aim is to raise awareness of the emotional impact and promote a more positive and collaborative environment.
Although there are many other exercises to work on positive leadership, these can be considered a sample of the most fun and best represent modern leadership, in which one person leads and the others actively collaborate in achieving the common goal.
As not all teams are the same, nor do they have the same needs or resources, before implementing a leadership dynamic, it is important that you ask yourself the following questions:
Assess the needs of the team: conduct a detailed analysis of the characteristics, skills and needs of the team members. Consider their level of experience, motivation, working style and the goals of the project to determine which methodology would best suit their dynamics.
Understand the nature of the project: examine the specifics of the project or task at hand. Determine whether it is short-term, long-term, highly creative, based on repetitive processes, or requires adaptability and flexibility.
Consider the organisational context and culture: take into account the culture, values and policies of the organisation. Some leadership methodologies may be more aligned with the company’s culture than others, which will facilitate implementation and acceptance by the team.
Consult and communicate with the team: involve team members in the decision-making process. Conduct surveys, interviews or meetings to gather their opinions, preferences and suggestions on what leadership methodology they consider most appropriate for the project.
Flexibility and adaptability: Don’t stick rigidly to one methodology. Be flexible and open to adapting or combining different leadership approaches according to the changing needs of the project and the team. The ability to adjust to circumstances can be critical to the success of team leadership.
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