a leadership model stating that leader effectiveness depends on whether the person's natural leadership style is appropriately matched to the situation (the level of situational control)
a leadership perspective that explains how leaders change teams or organizations by creating, communicating and modelling a vision for the organization or work unit and inspiring employees to strive for that vision
The other reason is that an abstract description enables the vision to remain stable over time, yet is sufficiently flexible to accommodate operational adjustments in a shifting external environment
based on the idea that leadership is a role, not a position It doesn't belong to just one individual in the work unit
48. Fiedler's contingency model of leadership states that the best leadership style depends on
17. According to 54 leadership experts of 38 countries, there are two key components to leadership. The first is the ability to persuade and influence others ; the second is that leaders are
45. According to the situational leadership theory developed by Hersey and Blanchard, effective leaders should vary their style with the
The employee champion HR role or the change champion in HR is a person or team responsible for evaluating the employee morale in the workplace. Apart from the morale, the employee champion also determines the level of satisfaction that the employees have. This is vital information that is then processed later to improve workplace efficiency or to make the company a more attractive place to work at.
If an organization focuses too much on delivering and perfecting its product or expanding, it runs the risk of forgetting about the employees. This leads to a gradual degradation of confidence. This directly leads to a rising feeling of incompetence among the older employees. An employee champion can solve this problem by paying attention inwards whereas the managerial belt focuses outwards – expanding, diversification, service improvement, optimizing the other aspects of production or delivery, etc.
As such, it’s natural for the employee champion to have a sensitizing effect on the concerned employees. This improves retention and enthusiasm through a policy change and any forms of productivity enhancement are achieved much faster this way.
Communicating: Strategic communication, support, and talking about any impending changes are all key to good employee management. An employee champion needs to be very good at communicating and dispersing vital information.
The change champion is a catalysing agent. Whenever changes or policy shifts are introduced in a work environment (mostly to improve efficiency and performance), they’re likely to be met with a half-hearted response. A change champion can accelerate the shift to or the implementation of the new policy among their colleagues.
An encouraging nature: Encouragement goes a long way. An organization can only strive under fast-changing conditions if everyone pitches in. If an employee champion cannot get everyone to participate then it might become very difficult to adopt company-wide or team-wide changes within desirable timeframes.
It’s very important to categorically identify such people and incentivize them to let them know that you recognize their contribution to the overall work culture.