As soon as reasonably possible, try to “institutionalize” the new technology and “show employees that you are transitioning from the old way of working to the new one,”

part of the routine of the way the place works,”

“Rewarding the behavior you want to see is much more effective than penalizing the behavior you don’t want to see,” says Mankins. You’ll need to know “which employees are adopting the technology and which kind of rewards means the most to them.”

Win hearts and minds by emphasizing how the new technology benefits the organization and makes employees’ lives easier Encourage adoption by rewarding employees in ways that are most meaningful to them Build the new technology into the routines and rhythms of the workday as soon as possibl

Pick a technology that’s more complicated than it needs to be; for a swift adoption, select a system that’s approachable and intuitive Overlook the importance of getting your most influential employees on board early in the process; they will help you bring around others Leap to punish employees who don’t use the technology; penalties should be a last resort if incentives and rewards aren’t working

Here’s a quick checklist to follow:

From there, publicize a target timeframe for the tech rollout, and be transparent about it. If there are setbacks, explain what happened and why. Keep employees engaged and up-to-date on what’s happening. Ultimately, this engagement will help you get to the finish line with your goals for this new technology solution. Because if people aren’t positively motivated, even the best new tools won’t be helpful.

Finally, it’s important to understand how long an implementation cycle can take. Because of the nature of today’s consumer-led technologies, this is often a process that can take more than a year or longer.

For example, you can have the right technology implemented poorly.

Or the wrong technology implemented correctly.

From your perspective, you’re bringing improvement—saving employees time, allowing them to be more flexible, improving productivity, improving sales and profits, etc. But from employees’ and departments’ point of view, you’re rocking the boat, telling them to change how they’ve always been doing things, give up precious tools, learn and carry around new devices and the like.

The only thing missing is a smart phone app, which should be out later this summer. 

To many, leaders are not born, but made. It is increasingly accepted, however, that in order to be a good leader, one must have the experience, knowledge, commitment, patience, and most importantly the skill to negotiate and work with others to achieve goals.

Good leaders are thus made, not born

Great man theories assume that the capacity for leadership is inherent, that great leaders are born, not made

the trait theory assumes that people inherit certain qualities or traits make them better suited to leadership.

Contingency theories of leadership focus on particular variables related to the environment that might determine which style of leadership is best suited for a particular work situation.

Situational theory proposes that leaders choose the best course of action based upon situational conditions or circumstances.

Behavioural theories of leadership are based on the belief that great leaders are made, not born.

articipative leadership theories suggest that the ideal leadership style is one that takes the input of others into account.

P

Transactional theories, also known as management theories, focus on the role of supervision, organization and group performance and the exchanges that take place between leaders and followers. These theories base leadership on a system of rewards and punishments (Charry, 2012).

Relationship theories, also known as transformational theories, focus on the connections formed between leaders and followers. In these theories, leadership is the process by which a person engages with others and is able to “create a connection” that results in increased motivationand morality in both followers and leaders. 

This theory states that learned knowledge and acquired skills/abilities are significant factors in the practice of effective leadership. Skills theory by no means refuses to acknowledge the connection between inherited traits and the capacity to lead effectively, but argues that learned skills, a developed style, and acquired knowledge, are the real keys to leadership performance.

Autocratic leadership is an extreme form of transactional leadership, where leaders have complete power over staff. Staff and team members have little opportunity to make suggestions, even if these are in the best interest of the team or organization

Bureaucratic leaders follow rules rigorously, and ensure that their staff also follow procedures precisely.

Charismatic leadership theory describes what to expect from both leaders and followers. Charismatic leadership i

a leadership style that is identifiable bu

may be perceived with less tangibility than other leadership styles

Democratic leaders make the final decisions, but include team members in the decision-making process. They encourage creativity, and team members are often highly engaged in projects and decisions.

Laissez-faire leadership may be the best or the worst of leadership styles (Goodnight, 2011). Laissez-faire, this French phrase for “let it be,” when applied to leadership describes leaders who allow people to work on their own. Laissez-faire leaders abdicate responsibilities and avoid making decisions, they may give teams complete freedom to do their work and set their own deadlines.

This leadership style starts with the idea that team members agree to obey their leader when they accept a job.