Components of a Successful Mentoring Program
A critical element of positive mentoring is building tight and trusting relationships. Both mentors and mentees need constant contact with each other that can provide support and encouragement during the working process. The selection of prospective mentors is an important part of the mentoring program as it selects the best professionals that would coach the employees. Another essential component of mentorship programs is making the right matches when it comes to pairing up the employees with their mentors. Providing adequate time for the mentors to be trained will result in improved quality of the mentorship program. Mentors can be exposed to different skills and practices that will enrich their abilities to mentor new employees in the workplace. Lastly, a successful mentoring program should provide post training and support alternatives, as this will enable a follow up process that evaluates the success of the program. These four components are part of a collection of other components that enrich the mentoring process (Allen, 2002).
Impact of Limbic system on Leadership
It is virtually impossible to separate emotions from a leader and therefore, maximizing their effect will be very significant in an individual. Limbic systems are part of the emotional system within human beings that influence leadership qualities among leaders (Long, 2012). The limbic system is closely linked to leadership because of its source in the social nature of group living. It involves following the leadership of authority figures within the workplace. Limbic systems allow an individual to learn the process of comprehending emotional signs that appear regularly within the work environment. Leaders are sought out within the workplace and when identified, all the people look up to the leader as the provider of leadership symbols. Positive emotion displayed by limbic systems such as encouragement, determination and aggression. If mastered and exploited well, these emotions are very influential in forging a successful leader.
Impact of Organizational Culture on Leadership
The type of organizational culture on leadership is an important aspect that influences the effectiveness of a leader. The culture within an organization is very significant and contributes greatly towards developing a comfortable and integrated environment for people to work. When relaying information and promoting the company culture to workers, how they acknowledge and recognize it can affect their work conduct and approaches (Erkutlu, 2012). The culture of an organization shapes and affects employees’ behavior and any successful leader needs to acknowledge this and contribute to developing an organizational culture that compliments the vision of the company. Therefore, organization cultures affect the type of leadership by offering challenges and opportunities to mould the employees and their approaches into the desirable structure. Some of the elements of organizational culture such as the routines, symbols and power structures are a result of the contribution of different people over a series of seasons. Therefore, leaders need to consider the organization cultures in their strategy implementation as it plays a major role within the organization (Mabey & Finch-Lees, 2008).
Difference between Management and Leadership
There is a close relationship between management and leadership as the two aspects are complimentary and symbiotic in nature. Employees require managers that are useful in assigning responsibilities and defining the role of each worker. Managers are also effective in categorizing the workers according to merit, skill or experience as well as developing talents. Consequently, a leader is tasked with the responsibility of motivating and inspiring employees. Although his responsibilities seem lesser, they are equally important towards achieving the firms’ objectives. Leaders are more prominent than managers are because the nature of their duties exposes them to shareholders and other actors. However, in the current structure, management and leadership are inseparable (Armstrong, 2009). Currently, leaders have maintained their inspirational role, but they are expected to take up managerial roles in their administration of the organization.
Allen, M. (2002). The corporate university handbook: Designing, managing, and growing a successful program. New York: AMACOM.
Armstrong, M. (2009). Armstrong’s handbook of management and leadership: A guide to managing for results. London: Kogan Page.
Erkutlu, H. (2012). The impact of organizational culture on the relationship between shared leadership and team proactivity. Team Performance Management, 18, 102-119.
Long, D. G. (2012). Third generation leadership and the locus of control: Knowledge, change and neuroscience. Burlington, VT: Gower.
Mabey, C., & Finch-Lees, T. (2008). Management and leadership development. Los Angeles: SAGE.