Leadership and Motivation Theories Implemented by Boston Consulting Group
The Boston Consulting Group employs relationship-focused, transformative leadership. A manager’s leadership style can impact their team’s emotional, mental, and physical wellness. Transformational leadership is a type of leadership that inspires others to change for the better.
Transformational leaders are typically enthusiastic, energetic, and passionate (Purwanto et al., 2021). These leaders are not only interested and involved, but they are also committed to helping each member of the group succeed. Transformational leadership seeks to inspire growth, foster commitment, and establish trust in groupings. This article explores the characteristics of transformative leadership and its influence on groups.
Transformational leaders may achieve success and productive work by being responsive and empowering. Individual objectives are better aligned with group goals, such that each group member’s success contributes to the organization’s overall objectives. Transformational leaders may examine and challenge the status quo, entirely remodel it, and inspire subordinates to think imaginatively about their surroundings. Such a person may instruct the team to explore new approaches to solve incoming challenges and take advantage of a range of possibilities to learn new things and get new experiences. A transformative leader understands how to interact with individual workers, and encouraging and assisting anyone is required (Purwanto et al., 2021).
Transformational leaders are constantly open to communication, fostering an environment where subordinates feel comfortable sharing ideas and seeking support to benefit everyone as much as possible. Furthermore, a transformational leader is always eager to acknowledge each employee’s contribution to the common cause. A transformative leader may motivate through clear task setting and planning. He ensures that everyone is motivated and inspired to complete the job.
The Importance of Controlling Employee Performance in Managerial Roles
Control is one of a manager’s fundamental skills. It is easier to accomplish with it because the manager is accountable for all of his subordinates’ work (inside the hierarchy, projects, functional projects, and tasks). The competency “Control” is inextricably linked to the competencies “Planning” and “Delegation.”
The weaker a manager’s ability to plan and delegate, the more forced they are to dominate (Escobar et al., 2022). Many managers appear to choose a more straightforward approach: instead of building their competencies of “Planning” and “Delegation,” they begin employing the skill “Control” at 100%. This becomes a typical ground for an organization’s excessive control.
Employees may become demotivated due to excessive control, as they will rely on their superiors to rectify their faults and cease attempting to perform excellent work. Manager demotivation can also occur if the time required for control and adjustment of flaws surpasses the time required for the task. It is also important to note that the organization, particularly divisions, may need to be more efficient.
The manager spends too much time controlling rather than developing the subdivision, and the staff spends too much time participating in control activities rather than delivering outcomes. The leader’s authority over his subordinates should be minimized to avoid these outcomes. To do this, he must trust his team and be able to plan and assign roles to its members.
Benefits and Drawbacks of Manager-Employee Feedback and Best Practice Methods
A crucial feature that can be observed in this sample organization is the provision of feedback. Feedback is information regarding an employee’s performance that can be favorable or negative (Tong et al., 2021). It can assist in increasing performance, behavior, skills, and job quality, but it can also be harmful. For example, it should be regular and have some form of periodicity. Furthermore, these types of talks should be done according to a specific plan; they imply a dialogue between the participants, and at the conclusion, some assessed outcome, such as performance improvement or attainment of professional development goals.
Most criticism is hurtful, whether it serves a good purpose or not. Even neutral statements might leave an unpleasant aftertaste if someone does not know how to respond to comments effectively. However, criticism can help increase employee performance, foster effective communication, and unite the team. Managers and their employees must learn how to provide and process feedback, as well as monitor and profit from criticism. As a result, the first drawback of feedback is that many individuals will be satisfied if a leader judges them positively.
Leaders must maintain their top personnel and uphold their accomplishments in today’s labor market scenario (Tong et al., 2021). It is also worth noting that giving a frank appraisal is exceedingly perilous for any manager. If interlocutors perceive the process poorly, such a talk will damage trust, disrupt professional relationships, and undermine motivation and team spirit.
However, if feedback is not provided, problems will increase, the boss and the system will lose respect, the team will begin to perform worse, and excellent workers will take offense to the fact that those who do poorly face no penalties. On the bright side, feedback helps employees recognize their worth as professionals, promotes professional development, and is a vital component of engagement (Allard et al., 2020). A lack of communication is the root cause of many difficulties in businesses. When managers recognize this, they have a vast management resource to change assignments for every team member.
Anonymous feedback is an approach I would like to examine. Every organization has employees who are open about their feelings about working for the company. However, in any organization, some employees prefer to remain mute and not express unhappiness. Anonymous surveys will allow workers or managers to voice their true feelings without fear of reprisal.
Furthermore, anonymous feedback is ideal for addressing sensitive or contentious themes, as it allows individuals to provide open and honest responses. Some managers fear anonymous employee feedback because they believe it will be biased and useless. When executives urge employees to conduct an open survey, they know the information will be analyzed, which increases suspicion.
When a question is posed out loud, many individuals focus on something other than the subject, but on how to answer it accurately. What response does the person asking the question, such as HR or a manager, desire? When participants realize the survey is anonymous, they concentrate solely on their response, as they are not concerned about any potential ramifications. However, this strategy, like all others, has drawbacks.
Anonymity can stimulate bad behavior in some people, resulting in excessive wrath and irritation, even when there is no justifiable cause. Furthermore, if a bombardment of criticism occurs, good ideas from other specialists may be lost. HR or a manager may require additional context to fully understand the results. As a result, the firm will adopt an ineffective approach to talent management.
Preference Between Boston Consulting Group and Netflix Performance Review Processes
I prefer to participate in the performance evaluation method used by Netflix. I believe it is fairer to reward only those employees who have consistently delivered high-quality work and contributed to the company’s success. Such employees begin to realize that their accomplishments are not only noticed but also tangibly rewarded. This will help motivate them to work even better and more productively. In turn, employees who do not stand out for their efficiency will realize that to be rewarded, they need to do a good job. They will also be motivated to progress and move forward.
However, it is worth remembering that feedback should not be too negative. Quality feedback differs from poor feedback in that the former enables the employee to correct mistakes and avoid them in the future, motivating the employee to improve their overall results. Low-quality feedback reinforces negative behavior patterns and usually only demotivates.
Suppose an employee who has tried to do a good job, bring innovation to the work processes, or work on a complex project receives harsh, negative feedback. In that case, their motivation will be significantly reduced. He will feel that his efforts are in vain, become disillusioned with himself, and stop stepping out of his comfort zone.
Conversely, suppose such an employee is praised and gently pointed out the shortcomings in their work. In that case, his productivity will increase significantly, and he will begin exploring new ways to enhance his efficiency. Thus, companies should reward only efficient employees for keeping all team members motivated. This will help the underlings realize their hard work is appreciated and rewarded. Feedback should definitely be given, but it should be given gently and focus more on pointing out the employee’s strengths.
References
Allard, T., Dunn, L. H., & White, K. (2020). Negative reviews, positive impact: Consumer empathetic responding to unfair word of mouth. Journal of Marketing, 84(4), 86-108. Web.
Escobar, J. C. M., Mena, S. M., Benítez, A. C. M., & Maury, A. (2022). Administration, competencies and management in educational institutions in Colombia. Sociology International Journal, 6(5), 265-271. Web.
Purwanto, A., Purba, J. T., Bernarto, I., & Sijabat, R. (2021). Effect of transformational leadership, job satisfaction, and organizational commitments on organizational citizenship behavior. Inovbiz: Jurnal Inovasi Bisnis, 9, 61-69. Web.
Tong, S., Jia, N., Luo, X., & Fang, Z. (2021). The Janus face of artificial intelligence feedback: Deployment versus disclosure effects on employee performance. Strategic Management Journal, 42(9), 1600-1631. Web.