Leadership is a key segment of all organizations, however, its capacity and limits are getting more confused with expanded association in globalization and innovation advancement (Punnett, 2004). Leadership styles and approaches may vary from one leader to another (Northouse, P.G., 2013) and they either complement one another or they do not (Northouse, P.G., 2013). There are two general kinds of behaviors within the approach of a leader’s style. The style approach emphasizes the behavior of the leader. The style approach focuses exclusively on what leaders do and how they act (Northouse, P.G., 2013). In contrast, within the style of leadership is a task-oriented or relationship-oriented approach (Northouse, P.G., 2013). Nowadays, most organizations …show more content…
I also pride myself on my ability to see others’ perspectives and care about what concerns them. However, I realize my care for others is genuine but there is a limitation for me in a business setting versus a personal one. The assessment forced to ask the question why was my task-oriented leadership approach higher than my relationship-oriented leadership approach. This led me to analyze my leadership approach in my interaction with others.
Assessments overall are good tools to use to help shed light on some areas of an individual personality, leadership style or approach that may have otherwise gone unnoticed. The limitation is we can only evaluate what we can observe or based on the answer to questions asked but people are not always honest in their responses and what we observe can sometimes have a deeper meaning than what we can see. In contrast, the strength in using assessments are they promote individual responsibility and choice which can provide the person (i.e. employee, manager) with a sense of control and power to accomplish the organization’s
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A transformational leader focuses on the development of their followers (Saxena, 2014). This type of leader aims to make the employee’s behavior congruent with the organization’s values (Saxena, 2014). Additionally, this type of leadership style requires the involvement of managers to assist in managing the delegation of tasks to the employees. Transformational leaders as change agents are beneficial because they encourage followers (i.e. followers) to embrace the organization’s vision to become part of the overall organization’s environment and work culture (Shankar & Sayeed, 2012). Transformational leadership style empowers employees through persuasion and empathic understanding (Shankar & Sayeed, 2012) to introduce new and controversial ideas. In contrast, a transactional leadership style provides a reward or either punishment to the organization’s members based on performance. This type of leader typically set predetermined goals for the members to follow the directions to accomplish the goals together (Shankar & Sayeed,
...selbein and Cohen, “organizations that take the time to teach leadership are far ahead of the competition. By becoming familiar with the transformational leadership approach and combining the four I's, managers can become effective leaders in the business world.” (1999, p. 263). Transformational leadership can be applied in one-on-one or group situations. Using this approach, the manager (leader) and the associates (followers) are “transformed” to enhance job performance and help the organization be more productive and successful. All of these leaders have the attributes mentioned here. History will decide the greater impact they had on society as it is being written every day. Therefore, the qualities of transformational leadership make the essence of transformational management and the key to successful management of transformational organizational changes.
...eption, and laissez-faire.” (Northouse, 2013, P, 214) The pros with the transformational approach are that it put importance on the significance of followers in the leadership procedure and how they want followers to achieve more and have increased job satisfaction. The cons with the transformational approach are the validity of the MLQ, and how effectively it determines good transformational leaders. Some researchers have also claimed that transformational leadership could be used in damaging ways and would be result in negative outcomes for companies and organizations.
The first leader assessment focused on distinguishing the various skills of my leadership type, specifically concerning technical, human and conceptual skill. I chose this assessment because I believe is it important for all leaders to be self-aware of these skills, as all three are needed and continually improve these skills. From this assessment, I
Giltinane (2013) identifies three leadership styles. The first is transactional leadership in which a leader is controlling and functions in a reward and punishment environment. In transactional leadership style, leaders give little room for employees to express ingenuity. Decisions are passed laterally from top down and the form of leadership is to stress obedience rather than loyalty. Transactional leadership is closely related to autocratic style (Giltinane, 2013).
You can lead a horse to water, but you cannot make him drink is a proverb I have heard since I was young. Leadership is the skill of influencing people to accomplish goals (Huber, 2014). In today’s world with policy and technological changes the leaders must use their leadership skills to not only get the horse to the water, have him drink, but also do it with a smile an invite others to join him. Leaders use a variety of styles to accomplish their goals. I will discuss the leadership style that I utilize most often, how my style relates to leadership theories and the work type environment it is most useful in.
Dictionary.com defines moral as “Founded on the fundamental principles of right conduct rather than on legalities, enactment, or custom: moral obligations.” Different theories have surfaced throughout the years to attempt to answer questions like, what are morals, what make some people have more conscious thought than others, and how do we acquire them. According to Estep & Kim (2010), the moral values have been separated into four moral definitions, “Psychoanalytical, Conditioning, Moral Potential, and Cognitive/Moral Reasoning.” These different types of moral reasoning helped Billy Graham to achieve, project and maintain the excellent Christian Leadership skills he exhibited throughout his life. Billy Graham saw leadership as a privilege, and became more conscious of his role as a Christian leader to avoid even the appearance of evil. This mindset helped Billy Graham to avoid situations where he could be tempted to engage in activities against his moral standards, and helped him to grow into a leadership role ordained by God.
Edwin T. Cornelius III defined leadership style as the broad, characteristic way in which a leader interacts with others across in various situations and occasions. (Cornelius, 2006) However, many researchers would agree that leadership style is merely traits and they can change within an organization or between different situations. Annick M. Brennen in an article stated: A study of leadership styles therefore deals mainly with the manner in which the leader carries out his/her leadership functions or roles–the use of authority and power and the approach to the decision-maki...
Assessment tools can be a good start for individuals to assess their leadership characteristics and skills, such as Grossman and Valiga’s Leadership Characteristcs and Skills Assessment (Grossman and Valiga, 2013). These tools may be helpful but its accuracy is questionable. The assessment can overestimate or underestimate an individual’s skills since it is a self-subjective administered assessment that is biased towards the taker. An overconfident person may perceive their skills highly and an under confident person may have low results.
This method implies that leaders and follower have combine motives that can be beneficial to both parties. When theses task are assigned, there is a designed reward or punishment for the followers. This method of leadership can also be associated with managing in a sense. Transactional leadership in a sense is like management in that it does not look to inspire or promote change, it is in fact more about ensuring a particular process, and procedure meets the desired results.
In organizations aspiring for growth and continual improvement, relationships are more intricate and alternatives more numerous than the either/or imposition implied by the notion of leaders and followers. Practically no one leads all of the time. Leaders also work as followers; all in all, “everyone uses a portion of their day following and another portion leading” (Galie and Bopst, 2006, p. 11).
Self-evaluation helps leaders see how far they are from achieving goals. It also provides a guide for planning what needs to be improved on personal and professional aspects. For a leader to evaluate oneself, there are several methods used like surveys and personality related questionnaires or tests. I chose the Grossman & Valiga Leadership Characteristics and Skills Assessment, The Leadership Q, and The Optimal Thinking 360-degree Assessment. Grossman & Valiga Leadership Characteristics and Skills Assessment, Part One scoring indicates that I am likely mixing up the difference between management and leadership.
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
The first assessment I completed was very eye opening for me as a leader. As expected, my score for the overall potential of my leadership was on the higher end of the scale because of my background and amount of experience I have in leadership positions. This assessment portrayed a very accurate depiction of my overall leadership potential because I have always placed emphasis on being very good at what I do while working hard to not follow a path that did not work the first time.
Many times we can get so busy and wrapped up in our jobs that we may lose sight of how we are actually performing as a leader. Self-Assessment exercises offered in the reading material offer a valid look into strengths as well as opportunities for improvement. The first assessment that began to make me think about my leadership role deals directly with social motives in the work setting.
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...