Leadership in Business Employee Performance

Question: Discuss about theLeadership in Businessfor Employee Performance. Answer: Strategies for Developing Informal Coaching and Empowering Others Business coaching is now a fundamental activity for many organizations to enhance employee performance. Coaching impart skills and abilities while also help in dealing with challenges within the organization. Coaching is usually achieved through a conversation session between a coach and a team of employees. Many authors have attributed coaching and mentoring as a way of enabling people to achieve their full potential. Through informal coaching, the staff are empowered to come up with solution for their problems rather than being forced (Viney and Harris, p. 126). Most formal coaching is conducted by professional that is hired, however, informal coaching can also be carried out effectively by managers and leaders in the organization. Strategies for Coaching and Empowering Team Members The informal coaching is done in general conversation. This necessitates a leader to identify complexities experienced by a team in performing their tasks. This then creates opportunity to offer them support. The first strategy in conducting informal coaching is to read the team and be aware of their moods. Coachee has to identify whether employees are distracted, happy, sad or angry. Knowing these emotional instabilities create a chance to initiate informal coaching. By having a simple conversation with the staff, supervisor is able to know their thinking and feeling and thus evaluate the best time when employees will be receptive to coaching. The next step is for the coach to ask for permission from the staff member to engage in chat about work. During informal coaching process, there is no advice or giving instruction to team or workers. It is all about discussion and asking staff questions directly and guide them to an answer that suits them. The coaching session are best conduct ed informal office space like corridors, lunch or tea break. The spare time after meeting offers excellent time for engaging with employees in an informal coaching session. The body language of the speaker is reported to have very much impact on the audience. Using appropriate stance, facial expression and gesture helps in building a strong, positive and credible emotions to connect with coachee (Douglas-Cowie et al., 2003 Strategies for Improving Creativity in Organizations Complex business environment due to increased technology and globalization has increased business competition necessitating organizations to be creative so as to maximize productivity and enhance survival. I have designed several strategies discussed below for improving creativity in organization. Creativity requires time, space and resources so I have developed creative work environment that allows employees to have freedom to explore innovations. Low stress environment has been reported to booster generation of new ideas and its implementation to increase efficiency (Perry-Smith et al., p. 93). The employees are also motivated to be creative by offering bonuses, prices and perks to those with extraordinary performance. However, the best strategy is to provide them with proper tools they need to enhance creativity including training, computers, financial resources and software. Organizations that have well established research and development department are likely to achieve more cr eativity in their processes (Shin and Zhou, p. 7). I also encourage workforce diversity to create a pool of talents and skills that are necessary for creativity and innovations. Having workers from diverse background in terms of religion, race, color, nationally, gender and sexual orientation bring different experience and viewpoints to the organization (Bassett?Jones, p. 167). I have built as strong team consisting of members with diverse skills to exchange ideas and offer alternate perspectives and to innovate. Most innovations require risky undertakings and therefore employees may not be willing to be part of creative mindset due to fear of punishment is suggested strategies failed. I will therefore create an open environment by having a suggestion box where employees will contribute anonymously. Processes for Diagnosing Problems with Performance Diagnosing problems in an organization at an early stage help in putting everything on the right part before situation worsens. Diagnosing problems is the work of the supervisors and managers to identify root cause of performance problems and offer possible suggestions to remediate the problem. One strategy to diagnose problem is to conduct employees survey where a questionnaire will be administered to them to provide valuable information affecting performance such as satisfaction, customer, focus, culture, environment, engagement and leadership. The questionnaire can be sued to effectively assess employee satisfaction in all aspects of organization. Employee surveys can be conducted annually or quarterly since there is positive relationship between company performance and employee satisfaction (Chi and Gursoy, p. 246). Employee highlights reasons for their dissatisfaction. Organization can then address it through education and training programs, reengineering processes and organizat ion cultures and adopting various ways of motivating employees. Another strategy is to conduct an audit on human resource department. The HR audit target several functions that affect performance such as talent management, engagement, remuneration, strategy, structure and recruitment to detect any defects that are impacting performance negatively. Conducting interviews with management team helps in uncovering issues hindering good performance (Beer and Eisenstat, p. 29). The result from analysis of the interview provides a gap that lead to poor performance. Other tools for diagnosing performance problems are observation and focus groups. The interventions will depend on the problems identified. People can be recruited best on the abilities to match task in organization. Furthermore, offering career development opportunities, financial and nonmonetary incentives and job promotions can help enhance employee performance in the organization. Reference Bassett?Jones, N., 2005. The paradox of diversity management, creativity and innovation. Creativity and innovation management, 14(2), pp.169-175. Beer, M. and Eisenstat, R.A., 2000. The silent killers of strategy implementation and learning. Sloan management review, 41(4), p.29. Chi, C.G. and Gursoy, D., 2009. Employee satisfaction, customer satisfaction, and financial performance: An empirical examination. International Journal of Hospitality Management, 28(2), pp.245-253. Douglas-Cowie, E., Campbell, N., Cowie, R. and Roach, P., 2003. Emotional speech: Towards a new generation of databases. Speech communication, 40(1), pp.33-60. Perry-Smith, J.E. and Shalley, C.E., 2003. The social side of creativity: A static and dynamic social network perspective. Academy of management review, 28(1), pp.89-106. Shin, S.J. and Zhou, J., 2003. Transformational leadership, conservation, and creativity: Evidence from Korea. Academy of management Journal, 46(6), pp.703-714. Viney, R. and Harris, D., 2013. Coaching and Mentoring. Leadership in Psychiatry, pp.126-136.