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Management Skills Vs Leadership Skills

Management style sets the tone of a leisure agency. Some lead by example, others lead with an iron fist. Let’s examine the two leadership styles to determine which is best for your leadership role.

Transformational leadership creates a learning environment for employees. It promotes trust and encourages employees to work towards a collective vision through intrinsic process motivation. Transformational leaders are effective communicators, share information, and have a strong vision. Style enhances employee aspirations and keeps employees focused on the goal. The leader serves as a coach rather than a supervisor. There is less absenteeism because people want to work because they feel valued.

Transformational leadership has four key components:

Idealized influence – serves as a role model and encourages colleagues to act as he does;

Inspiring motivation – motivates employees with a common vision and enthusiasm;

Individual consideration – shows genuine concern for the employee’s well-being and is attentive to personal needs;

Intellectual stimulation – calls followers to be innovative and pioneers, always questioning the status quo.

There is a misconception that transformational leaders are weak, but these leaders constantly challenge employees to achieve more and creatively push the envelope.

At the other end of the spectrum, transactional leadership focuses on a punishment and reward system. The chain of command within the organization is clear. Compliance with the leader’s instructions is the primary objective, and subordinates must be carefully monitored.

This form of leadership is common in business, especially with hourly employees who are replaceable and have little personal investment in their work. Managers use punishment and reward systems and try to correct undesirable performance as it occurs. Dissatisfied employees do not go to work because they feel undervalued and replaceable.

Transactional managers play an administrative role by taking a short-term perspective, accepting the status quo, and copying processes from year to year. The manager does not inspire vision, communicate goals effectively, or foster collaboration. They typically remain in middle management roles and cannot move up to senior management because they do not see the big picture.

Case study:

The director of a youth dance studio hires instructors as independent contractors to teach the basics of dance and create routines for a holiday performance. The head has set many rules for the teaching staff, mostly as a result of events that have happened in recent years.

For example, instructors must submit their substitution requests in August for the September through December class session. Last-minute substitute teachers are not permitted except with a medical certificate and will result in the teacher’s immediate dismissal. All instructors must spend time outside of class hours preparing for the holiday dance. Typically, this means additional exercises, answering parents’ questions, sending e-mail messages, and the daily duties of the presentation. This time is unpaid; however, if an instructor wants to keep their job, they must put in the extra time.

The program director has a clear idea of ​​what the end product of the recital should look like. The director selects the music, costumes, running order, and writes the final script. Although performance is a creative endeavour, the creative role of instructors is realized only through choreography. Because faculty are not invited to participate in the creative process, the environment is non-developing and staff feel replaceable. For this reason, the transition rate is high, which has led to a large number of rules and restrictions in the contract. Talented instructors don’t want to stay long-term because instructors feel undervalued and unappreciated. The leisure office has the transaction manager at the forefront.

THE progressive approach which combines both transformational and transactional leadership styles, would achieve a more positive result in the leisure forum. For example, while the director may have an idea of ​​the format of the recital, a brainstorming meeting should be held in the summer to involve the staff in the creative process. Ideas and suggestions must be voiced, discussed and verified. Even if they don’t implement all the ideas, educators need to feel valued and involved in the process. Along the way, the principal should inform the instructors why they have decided to go in a particular direction. Communicating requires more effort on the part of the manager, but ultimately leads to greater participation and a learning organization. Many recreation directors are fatigued by lack of resources, increasing client demand, and budget demands, and lack the energy to be a transformational leader. However, in order to create a positive learning environment, inspiration and encouragement must come from the leader as a role model.

Some leaders can be frustrated by the give-and-take process of brainstorming and creativity, as you think you have all the answers. However, a leader cannot consider himself an authority on a subject. Instead, one should be a coach in the process, guiding the team toward their own decisions and results. If ownership of the final product, such as dance music, belongs to the team, not just the leader, then a learning organization is created.

For hourly staff, a manager can combine the two management styles, as hourly staff need a more specific structure to follow in terms of breaks/lunch, to-do list and extrinsic rewards. The manager can continue to set a positive example with hourly staff and conduct team-building sessions when appropriate. Hourly staff should feel like part of the entire team, even if not all of the staff are part of the creative process. Effective managers value all employees.

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