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Life and Work, seeking a balance

Finding the balance between personal life and working life. Work Life Balance (WLB).

Over time, human resources have shifted their priorities in terms of where they want to work. Today it prioritize the profession (with strengths in meeting their professional expectations) and work (flexibility, sociability, stability, non-wage compensation). This is to the detriment of the organization they work and reward, usually money. The motivations are present, then more intrinsic than extrinsic because there is an "emotional salary" that moves significantly to the workers.
Human Resource Specialists (WLB) with order to answer questions that promotes workplace today point to three cycles that act interactively affecting the person:

• work cycle (excessive responsibilities, instability, conflict, excessive hours of work, general discontent)
• personal cycle (stress, addictions, diseases) and Cycle
• family (marital conflict, poor communication, lack of family recreation.)

If these cycles are growing given the joint deliberately raised and in many cases, not independent but related, the person loses his balance is important to restore balance, prioritizing, appraising, managing what and how much time is used.

On the other hand, there arises the revitalization cycle where the focus is on personal development (life plan), the family role (according to the family) and professional role (employment contract). [Rods]

As the passage from life, naturally and instinctively is not alone, to make the necessary changes finding the balance we must not do it alone, you need a tutorial (partner, friend, colleague), someone that can help transform the way in the first instance, be vital to a and then to a vital leader .
This transformation must be voluntary, operate in a context and requires containment, professional help, decision, seeking personal gain full control of the mind, heart, body and spirit.


For workplaces (companies, organizations), the leadership style makes the culture of the organization, and are the leaders who influence up to 70% in the climate. This is because the mood of the people directly affects the organizations where they work. "The level of awareness of leaders of a company defines and determines the behavior and culture ".

"Leadership is not a science nor an art, is a state of consciousness in which we discover the way to our own realms." [Debashis Chatterjee]

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The objectives of the study of leadership are situational understanding of the fundamental processes of leadership and personal development, and learning to effectively develop their own skills leadership.

olden way of exercising the leadership of a working group of a company, etc. was determined by the personality of the leader or owner. The actions reflected a driving style was pure condition of the person and training (they still are in some cases). Currently and in response to a dynamic, demand, competition, volatility and other situations that make up the situation and the core of the Business, arising out different concepts and capabilities that can enable us to exercise that leadership assertively.
The first question that arises is what is expected of a leader? Leadership as we can understand the process of influencing the activities of a person or group to achieve a goal.
power, unlike the leadership, is the potential de influencia que desarrolla el líder; el recurso que faculta al líder para inducir a su equipo en el cumplimiento de una tarea u objetivo. También se espera:

• Feedback permanente con sus colaboradores.
• Impulsar y fortalecer el Trabajo en equipo.
• Actitud pro-activa frente a los problemas de su gente.
• Facilitar-guiar el Desarrollo profesional y personal de cada colaborador.
• Inspirar y ser espejo.
• Desarrollar y crear confianza.
• Flexibilidad ante los cambios e impulso de los mismos.
• Empatía with the different situations of people in their team.

is in this last point highlights the concept to be treated, the Situational Leadership.
The objectives of the study of leadership are situational understanding of the fundamental processes of leadership and personal development, and learning to effectively develop their own leadership skills.

Features such as courage, understanding, inspiration, confidence, resilience (the ability to overcome the frustrations) must have a leader today. According to Peter Senge

:

"The biggest risk is to provide leadership century who did not psychological structure has to address it. "

Traditional leadership styles: authoritarian, participative and laissez-faire, have become obsolete with the advent of the different decision methods and models of relationships that a leader must address today. Methods

decision:

• Autocratic: Leader decides unilaterally announced the decision.
• Control: before making a decision, controlling its effects.
• Advisory: Leader calls an input and then makes the decision.
• Majority: vote no veto power.
• Consensus: everyone supports the decision taken after the discussion.
• Delegation: the leader delegates the decision with clear guidelines.

relationship models:

• Differentiation: fix a position and declare their views.
• Challenging the meaning: to explore and challenge assumptions.
• Empathy: invitation to dialogue, get the other's shoes.
• Curiosity: ask more information, invite you to share opinion.

+ Art + Balance Adjustment + Flexibility + Diversity = Situational Leadership Situational Leadership



situational leadership is based on maintaining a balance between two different types of behavior and capabilities that could and should have a leader to match the level of development of its staff. The word "adapt" contains substantial value with respect to relations in the team, presenting here the paradigm of q ue not only the use who fits the team but the leader must adapt to " situation "of an appeal without losing focus or Project Team.

types of behavior that seeks to balance the situational leadership are: managerial behavior

:

• Set purposes
• Set deadlines. Plan
• work
• plan resources.
• Clarifies what should be done. Show
• and indicates how to do something specific. Communicate
• priorities.
• Determines how to evaluate the results.
• Make sure that everything is done within established parameters.

behavior support:

• Listen the opinions of their followers.
• recognize people.
• Ask for suggestions and ideas.
• Encourages and motivates. Communicate
• Information.
• Demonstrates openness about himself. Facilitates
• ideas.
• Communicates and demonstrates appreciation for a job well done.

The leader may use both types of behavior to a greater or lesser extent resulting in four leadership styles:

1. LEAD: + direction and - relationship
2. GUIDE: + + instruction and related
3. SUPPORT: + relationship and - Instruction
4. DELEGATE - relationship y - instructional

Then we will address the different styles of leadership. Thank you very much

Links:
http://www.marketing-xxi.com/liderazgo-situacional.-modelo-de-kenneth-blanchard-91.htm
http://www.rrppnet.com.ar/liderazgo1.htm
http://www.12manage.com/methods_blanchard_situational_leadership_es.html

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