This is an important and noteworthy article that if taken into consideration by organizational leaders today will change their viewpoint on the effectiveness and priority of training their employees to improve organizational performance. References Clinton O. Longenecker, (2007) "The training practices of results-oriented leaders", Industrial and Commercial Training, Vol. 39 Iss: 7, pp.361 - 367 Menguin, J. (2007). Why Is Training Imporatant?
Introduction Within the heart of every organization, there are leaders with their own personal motivation and reasons as to why they want to lead. There is some difficulty understanding these factors and how to discover what motivates a leader to step up and take the reigns. Transparency within an organization is a way to identify what motivates these leaders, and it also serves as a way to identify potential leaders. Having an authentic leader as a visionary you will recognize them from other leaders as their imagination is as big as the vision they are trying to gain buy-in for their organization. In this paper, I will define the leadership styles of a visionary and the necessary steps to inspire a vision that can be shared for a new division.
The review at the end of the book assesses strengths and weaknesses of leadership performance. Ultimately, in order to accomplish successful leadership one must understand the definition presented in this book. Leadership is the ability to present a vision so that others want to achieve it. It requires skill in building relationships with other people and organizing resources effectively. Mastery of leadership is open to everyone.
James Kouzas and Barry Posner state, “Leadership is important, not just in your career and within your organization, but in every sector, in every community, and in every country” (2012, pp. 7). This quote is a good example of the significance that leadership can have not only on one’s personal life, but in their professional life in terms of how and with who they interact with. When it comes to my own leadership skills, there are three specific areas that I could personally improve on: communication, looking at the future, and relationship building. These are three areas that are important when it comes to understanding my own leadership style and how they relate to two of Kouzas and Posner’s leadership components: Model the Way and Inspire a Shared Vision (2012).
It therefore appears that a transformational leadership is that kind of leadership that seeks to exploit the full potential of individuals through satisfaction of collective needs. While Weber’s theory (1947) is cited by Boje, (2000) as having several forms of leadership like charismatic, bureaucratic and traditional aspects, all co-exist together and change from the other occurs gradually. Even though the two theorists; Weber (1947) and Burn’s (1978) approaches leadership from different perspectives, Boje acknowledges that both of them share a similarity in their work in the sense that both see moral values as an important consideration in any form of leadership. ( Boje, 2000). Transformational leaders inspire followers to achieve extraordinary outcomes by providing both meaning and understanding, questioning assumptions, refraining problems, and... ... middle of paper ... ...e vision and mission of the company in order to align their goals with of the company.
This quote from the book tells a lot about how to be an effective leader; it’s quality over quantity. It goes against what the everyday person would expect from a leader, someone who is complete in all aspects of leadership. Rath and Conchie dismiss this idea and feel that a leader must work with what they have to offer and this is to do with their own personality and characteristics. The pair describe “self-awareness” as a good starting point. They highlight the Strengths Finder assessment as a tool to become aware of ones best assets.
Though there are numerous approaches to leadership, the authors addressed the same common themes on values, beliefs, preferences, and organizational culture and norms which encourage some styles and discourage others. Leadership theories discussed in these articles are used to influence practices and results. Based on experience, leadership styles do affect individuals through engagement and coaching. Also, a leader verbal or non-verbal action does have a significant effect on both the sense of value and motivation of team members. This paper gives a detailed analysis of three common themes: Emotional intelligence, traits, and technical skills Human behaviors in an organizational setting Characteristics of a servant and spiritual leadership
He also indicated that the contingency theory explains the relationship between leadership styles and effectiveness in specific situations. It combines the traits and behavior approaches (Daft, 2008, pp.38, 43, 64). There is an effective and popular leadership style that has integrated the contingency theory—it’s servant leadership. The term servant leadership, as Jones-Burbridge (2012) wrote, was first conveyed by Robert K. Greenleaf in his essay titled “The Servant as Leader” published in 1970. In his essay, Greenleaf gave the following descriptions of a servant leader: The servant leader is servant first … It begins with the natural feeling that one wants to serve, to serve first.
Whether your style is task related or relationship oriented, the task of motivating employees is the most important part of your job. First, let’s identify what most leadership styles are based on. They are based on a person’s views, values, past leadership experiences, learning abilities, and cultural environment. However, in order to achieve the goals of the organization and motivate the employees the leader must remember some key factors in motivating: 7.1 Motivating Approaches Develop approaches to motivate your employees and communicate the task. Employees can see when you are passionate and when your passion comes across in explaining the assignment they will understand the purpose.
Pursuing high levels of effective leadership, leaders need to measure their skills and capabilities against different leadership dimensions. This help leaders to spot dimensions that need enhancements and others that need developments. As (Clawson, et al, 2000:4) stated, “There are many theories about the elements that make up leadership” hence self-assessment technique differ in terms of leadership dimensions measured. Another factor is the methodology used for each technique. Among the different techniques, one can identify the Leadership Steps Assessment (LSA) developed by (Clawson, et al, 2000), Myers-Briggs Type Indicator (MBTI), 360 degrees assessment and many more.