The leadership in situations (Foster , Goertzen, Nollette, & Nollette, 2013) the leader
has to make difference among different activities of the team. For instance, in
downtime when the leader cannot use control and command, it is an
activity of work but not related with the mission. Actually, situational
leadership has new elements, for example the workforce in safety activities is
more educated. The emotional intelligence is a concept present
across all lectures, it is a main component between leader and follower
relationship.
Interpersonal and dynamic groups chapter (Bolman & Deal, 2008) treats deeper
emotional intelligence. The EI in this chapter is focusing to relations could
be open or close. Internal groups are related to subcultures or informal organizations. In fact, they
affect the making decision process. Leadership that gets results (Goleman, 2000) proposes six leadership styles
at a glance as coercive, authoritative, affiliative, democratic, pacesetting,
and coaching, from the different components of emotional
intelligence as self-awareness, self-management, social awareness, and social
skill. Leaders must analyze the
stress reactions and situations as EI’s element. Therefore, the leader should
understand each situation by separate and choosing a leadership style to solve
the situation.
Leadership has challenges
related with EI, the challenges of begin the chief (Foster , Goertzen, Nollette, & Nollette, 2013) suggests that
a leader in public safety in able to use several leadership styles as servant
leadership which puts the people as vital or essence in an
organization. Also, this chapter shows the four frames to understand
how making decisions, and analyzing organizations to adapt the organization. I
believe that it is completely related with leadership in situation because to
adapt completely an organization, and understanding the relation throw-in and
throw-out, the leader must understand the context, and skills, hopes and
believes of followers.
The four frames is an
useful tool to understand organizational context, the book reframing
organizations (Bolman & Deal, 2008) in the
chapters 6 (the human resources frame), chapter 7 (improving human resources
management), and chapter 8 (interpersonal and dynamics groups) links leadership
and management on the perspective the human interactions. Human resources
assumptions can be interpreted as the relation between leader and
follower in a relation wins-wins. The leader understands human needs,
personality, and organizational expectations. I strongly agree with
the organizations (leaders and followers) should interpret changes and
loyalty. The changes for the future in terms of relationship can be
understand by four frames but actually the organization are more focusing in
save money, this reduce the loyalty the people and the experience in the long
term, in this way the survival of the organizations.
I agree with the improving
of the human resources management (Bolman & Deal, 2008) through of
hiring the best employees, formation, and communication but we can summarize
these elements in motivation. I would like link the symbolic frame with
the frame that we are treating the human resources frame because the motivation
could be the main element to engage the best people, and to encourage the
followers to accomplish the goals. The motivation joins education, family,
relationships, etc. Motivation is a feeling powerful to better improves
relationships between people within organization.
References
Bolman, L., & Deal, T. (2008). Reframing Organizations: Artistry,
Choice and Leadership. San Francisco: Jossey-Bass.
Foster , D., Goertzen, B., Nollette,
C., & Nollette, F. (2013). Emergency services leadership a contemporary
approach. Burlington: Jones & Bartlett Learning.
Goleman, D. (2000). Leadership that
gets results. Harvard Business Review .
