ConceptsNest

  ***Continued from Chapter 01 (Covered previously: Case Studies on Goals going Awry, Inappropriate Calibration of Goals, Impact of Time Horizon on Goals,) Link to Chapter -01 Link to Chapter 01: https://www.blogger.com/blog/post/edit/5539914399812618370/9134115350792616570 Goals Becoming Too Challenging Proponents of goal setting claim that a positive linear relationship exists between the difficulty of a goal and employee performance. Specifically, they argue that goals should be set at the most challenging level possible to inspire effort, commitment, and performance—but not so challenging that employees see no point in trying. This logic makes intuitive sense, yet stretch goals also cause serious side-effects like:- Shifting Risk Attitudes:->   Goal-setting often distorts risk preferences. People motivated by specific and challenging goals adopt riskier strategies and choose riskier gambles than do those with less challenging or vague goals. Related literature has found

  For decades, goal setting has been used as a tool for improving employee motivation and performance in organizations. Across hundreds of experiments, dozens of tasks, and thousands of people across four continents, the results are clear. Compared to vague, easy goals (e.g., “Do your best”), specific and challenging goals boost performance. Locke (1964) is credited with the very first Goal Setting Theory, where he focused on goal setting within the workplace.   He found that employees were motivated more by clearly set goals and actionable feedback to help them achieve those goals. Locke also found that motivation is key to achieving our goals, and we feel more motivated when we’re not 100% certain we can achieve the goal we’ve set for ourselves. Taking on challenges is highly motivational as it allows us to develop our skills, flex our problem-solving muscles, and gain a deeper sense of personal achievement. But has the systematic harm caused by goal setting been largely ignor

  ***Continued from Chapter 01 (Covered previously: Meaning and Origins, Components of Transformational Leadership, Characteristics) Link to Chapter -01 Traits Common In Successful Transformational Leaders Moving towards becoming a Transformational Leader Creating an Inspiring Vision:- . . . People need a compelling reason to follow, and this is why we need to create and communicate an inspiring vision of the future. Our vision sets out the team or organization's purpose  – why we all get up in the morning to do what we do . We develop this partly by understanding the values  of the people we lead, partly by understanding the capabilities and resources of the organization, and partly by conducting an intelligent analysis of the environment, and selecting the best way forward within it. Motivating People to Buy Into and Deliver the Vision:- . . . Now, starting with the mission statement, we need to appeal to our people's values, and inspire them with where we are going to lead

  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

Everyone wants to improve their company culture . Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time . Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is. What Is Company Culture? Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled . We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do