Leadership styles apply to social work; a social worker’s role is to listen to their clients’ grievances and offer ultimately emotional support. A leader serves the people; his role is to represent the people; thus, he/she should also know their problems then provide a solution. Several leadership styles apply to social work, such as affiliative leadership, which is essential for a leader’s values and puts their people first. The same case applies to social work; in general, the clients or people are placed above everything else to achieve their emotional and psychological strength. Coaching style also applies as the name suggests; the social worker coaches their clients through their problems and improves their performance even for the future.
Personal emotional intelligence strengths
My strengths are self-confidence, almost all the time; I feel high after handing a client since something always tells me way before the results arise “they are going to be alright; you have done your best.” I have a strength in empathy; I concluded this by viewing how I relate to clients’ emotions and changes when they open up. I also do well with self-control. Every day, I successfully juggle up between different clients with different feelings and emotional challenges and I have never had an emotional breakdown during even the most touching sessions. I am an extrovert; thus, communication has never been a problem; I see this from my social interactions with people around me. I enjoy socializing, and through socializing, I often get to attain the clients’ trust, thus get maximum transparency.
Areas requiring further development
Sample Solution
mbiguous and hard for a leader to understand whether they have it or how then can gain it. It becomes the responsibility of the organisation to have policies in place to provide leaders with some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the ability to reward compliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals. The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic leadership style, setting individual tasks for the group, however due to the poor leader member relations and lack of positional power the leadership structure quickly became a democracy. The product was an extremely unproductive workforce initially because of the time spent discussing how was best to approach the task. Because of how the leaders were perceived by the group there was little mutual trust, respect or confidence that the leaders were making the correct decisions, and as a result any management style they tried to implement would have been>
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