ConceptsNest

  ***Continued from Chapter 01 (Covered previously: Meaning & Interpretation Of Accountability, The Blame Game, Its Impact) LINK TO CHAPTER 01 The demand for rights has become extremely popular, but when it comes to  dealing with responsibility and accountability, we lag far behind , a gap that accounts for increase in  blaming and rights proclaiming, but very few instances of personal responsibility and accountability. The better the case for victimization, the more visibility and exposure we get, and, consequently, the greater the psychological or monetary reward we receive.  The “blame game,” and the “thirst for exposure,” are just two symptoms of a widespread “responsibility avoiding” syndrome , which have afflicted individuals, groups and organizations as well. A majority of people in organizations today, when confronted with poor performance or unsatisfactory results, immediately begin to formulate excuses, rationalizations, and arguments for why they cannot be held accountab

  Most people view accountability as something that happens to them or is inflicted upon them , choosing to perceive it as a heavy burden to carry. In fact, many people think about accountability as a concept or principle to be applied only when something goes wrong or when someone else is trying to determine cause and pinpoint blame. Often, when things are moving along smoothly and failure has not yet set in, people rarely ask “Who is accountable for this or that?” It seems that only when the boat is filling up with water or the fire is out of control do people start looking around for the responsible party. The Oxford Advanced Learner's Dictionary defines accountability as “the fact of being responsible for your decisions or actions and expected to explain them when you are asked”. This in itself is a slightly negative connotation of accountability . “……..to explain them when you are asked’- implying a post-op view with little choice to the state of accountability . This confe

  There are three broad leadership styles recognized in organizational change and leadership development circles. These may be: Tactical leaders  focus on solving straightforward problems with operations-oriented expertise. Strategic leaders  are very future-focused with an ability to maintain a specific vision while forecasting industry and market trends. Transformational leaders  focus less on making decisions or establishing strategic plans, and more on facilitating organizational collaboration that can help drive a vision forward. Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests in identifying the change needed, creating a vision to guide the change through influence & inspiration, and executing the change in tandem with committed members of a group. This elevation in self-interest elevates the follower's levels of maturity and ideals, as well as their concern for the achievement