How Leaders Inspire and Influence Others

I believe the assessment is accurate its scoring, as I like to provide more structure and direction to my followers, by organizing their work and giving them definitive responsibilities and instructions. However, I also consider myself to be a warm leader who can motivating and encourage followers while also building up confidence and trust. It is important for a leader to be able to have a balance of both technical and relationship skill. The text describes this type of leader as one that is a team management type of leader (Northouse & SAGE, 2016, p.

Leader to Leader, 2009 (52), 13-17. http://dx.doi.org/10.1002/Hl.324 Wellman, J. (2012). Eight habits of successful project teams. Employment Relations Today, 39 (1), 37-44. http://dx.doi.org/10.1002/ert.21353 Yukl, G. (2012). Effective leadership behavior: What we know and what questions need some attention.

In identifying strategies to be used to develop the most effective teams, Nurick (1993) suggests that informed selection, skill development, conflict management and leadership appreciation are crucial in the foundation of team development. Interpersonal skills are important when considering potential team members. Since in most cases teams are assembled based on individual technical expertise, team members must be open and tolerant to receiving new information. They need to be able to have an appreciation for a variety of perspectives. These interpersonal skills will be valuable in minimizing team conflict and supporting the need for mutual respect.

Some decisions prove to be vital and any miscalculation that may be involved may prove dire for the individual or the organization. In identifying the criterion to use while evaluating different decisions, many factors pertaining the structure should be considered. The pros and cons of every decision made should be evaluated to ensure that the option chosen has the most positive effect on the individual and the organization. Some of the activities that may require keen decision making include project development, finance and operations. With the knowledge attained it will be easier to cope with tough decisions that may come up in my career.

The transformational leader creates a shared vision of what the organisation can be and is able to get total buy in from the followers. The vision itself is exciting and adds real value to the lives of everybody who are involved in its pursuit, while it provides strong principles that can be followed in the process (Werner, 2011:365). The leader acts as role model for the desired traits and values by incorporating it in the leader’s own behaviour (Werner, 2011:366). The situational context of the transformational leader is “unilateral (hierarchical) power” (Graham, 1991:107), and the consequences of the leader’s charisma is that the organisation’s goals are met because followers respond with heightened motivation and effort and followers also undergo personal development (Graham, 1991:107). Charisma is a magical aura with which followers endow the leader and not an objective assessment by followers, hence the followers abdicate responsibility for evaluation of policies and trust that the leader will sort out any possible negative consequences (Katz & Kahn, 1978:545... ... middle of paper ... ..., 61-94.

Training EI at work or school may indeed offer a solution to many of society’s problems, but interventions must be soundly based in psychological theory and careful definition and analysis of emotional competencies. A resonant leader distinctly exhibits strong core values, takes initiative and offers himself selflessly. A leader with these skills are empathic, supportive and they build positive working environments. A positive work environment fosters productivity and creates an atmosphere where innovation prospers. Resonant leaders engage us, they arouse strong emotions and inspire us through their positive thoughts and clear vision.

Works Cited Gardner W.L et al (2005) Can you see the real me? A self-based model of authentic leader and follower development. Vol. 16, pages 343-372 [Online] available at: http://uwtv.org/files/2013/01/gardneravolioluthansmaywalumbwa2005.pdf. Accessed 19th April 2014 Avolio, B.J & Gardner, W.L (2005) authentic leadership development: Getting to the root of positive forms of leadership.

With being a team leader, their whole purpose is to try and allow for their passion and enthusiasm to rub off on their team members by portraying a positive and energetic attitude. Charisma stems from participating in something you truly have a passion for, something that undoubtedly sparks your interest. Charismatic leaders seem to become apparent in troubled times, whether it being within personal relationships or within an organization, simply because an inspiring personality helps to reduce any stress or anxiety amongst its followers. Charismatic leaders strongly appeal to the values and morals of their followers and the psychological ... ... middle of paper ... ...cessful. References • Daft, R. L. (2008).

2.1 (2011): 51-62. Web. 3 Apr. 2014. . - Clark, R. E. (2003) Fostering the Work Motivation of Individuals and Teams.

Successful Meetings, 58(5), 29. Retrieved September 3, 2011 from http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN=41019292&site=ehost-live Clark, D.R. (1997). Leading and leadership. Retrieved September 3, 2011 from http://www.nwlink.com/~donclark/leader/leadled.html Richardson, D. (2009).