Leadership Styles

How has your approach to and the concept of your own leadership style evolved as a result of your study in this course?

Overall, my studies have enabled me to gain better insight into the duties of leaders. In this case, one should focus on the responsibilities of the followers and colleagues. Additionally, I learned about the ways in which motivational strategies should be used. This knowledge is necessary for introducing new initiatives and encouraging other people to accept them. Moreover, I came to the conclusion that leaders could better exercise their influence by using their expert power and ethical integrity.

These qualities are critical for shaping the values and attitudes of other individuals. Furthermore, my studies helped me assess the strengths and weaknesses of different leadership styles. This knowledge can help me avoid many mistakes such as excessive supervision of workers or the failure to delegate authority. These errors may prevent me from becoming a successful leader.

What specific tools, principles, and leadership theories have influenced and/or shaped your professional development plan?

My professional development plan was shaped by the principles included in transformational leadership. In particular, it is possible to mention the assumption according to which leaders should act as role models for their followers (Yang, Wu & Huang 2013). For instance, they should demonstrate professionalism, responsibility, ethical integrity, and responsiveness. In this way, they can better motivate colleagues, business partners, or employees. Additionally, other people will try to emulate their behavior. Thus, transformational leadership is the most productive approach.

Moreover, one should not rely on the coercive power that is closely related to the use of punishments or fines. This approach does not usually help people who want to play leadership roles. Instead, an individual’s authority should be based on expertise. Overall, the principles of this leadership theory are reflected in the statements included in my professional development plan. Furthermore, my further studies will be shaped by these ideas. Additionally, this method will impact my workplace activities. So, this framework has profoundly influenced my understanding of leadership.

What tools, principles, and leadership theories will you implement in your current professional position?

My current activities will be affected by the principles of transformational leadership. It is necessary to focus on expert power or in-depth knowledge. This attribute can help a person become a role model. Furthermore, such individuals can influence the development of businesses or organizations. As a rule, leaders, who have these skills, can set higher expectations for other followers. Moreover, this quality will contribute to my professional growth. So, expert power will be the main priority for me. Apart from that, I will pay attention to my communicative and motivational skills that will help me affect the behavior of other individuals.

What impact will the concepts learned and goals identified in this course have on the decisions you will make as a dynamic leader and/or manager in the future?

The concepts that were examined during this course will considerably shape my behavior as a leader. In particular, I will try to empower employees who will work with me. These people should be encouraged to take the initiative. In many cases, the recommendations offered by these individuals can significantly improve the work of an organization. Additionally, I will never try to shift responsibility for my mistake with other people.

In my opinion, this behavior can entirely undermine the credibility of a leader. Furthermore, I will not adopt the autocratic style of leadership because this approach can result in conflicts between workers and managers. Additionally, authoritarian leaders cannot easily gain the support of employees. Thus, these principles will determine many of my choices. Overall, my primary task is to follow the ethical standards that I may set for other individuals. It is one of the prerequisites for a successful leader.

Reference

Yang, L, Wu, K & Huang, C 2013, ‘Validation of a model measuring the effect of a project manager’s leadership style on project performance’, KSCE Journal of Civil Engineering, vol. 17, no. 2, pp. 271-280.

Introduction

Leadership is the art of socially influencing people to maximize their efforts towards achieving set goals (Davies & Brundrett 2010). Leaders are usually required to define goals and come up with ways through which they can motivate, inspire and empower their subordinates or followers to achieve the set goals. Good leadership is important in getting the best out of subordinates, encouraging teamwork, and attaining organizational success. This paper will discuss the differences and similarities between a leadership maxim and a leadership theory.

Over the years, people have become increasingly interested in leadership. Psychologists have come up with leadership theories and maxims that seek to explain the traits that successful leaders possess. These theories have been tested over time by scholars and psychologists. Research has shown that by learning the different approaches to leadership through the leadership theories and leadership maxims, a person can learn to be an effective leader (Burns 2012).

Assessing leadership

Good leaders know their strengths and weaknesses. This helps them to know the leadership aspects that they should change. It also helps them know how effective their leadership style is. It is, therefore, important to conduct a leadership assessment to determine the effectiveness of their leadership. Research has shown that clarity of concepts, leadership capacity, and leadership efficacy are some of the factors that should be taken into consideration when conducting a leadership assessment. Feedback is also very important when conducting leadership assessments. It is important to get feedback from subordinates and colleagues to help in assessing a leader. Leadership can also be assessed in terms of how well an organization can meet its short-term and long-term goals. A good leader will always make sure that the organization or department that he or she heads meets the set objectives.

Leadership theories

A leadership theory is an assumption about the distinguishing traits of a particular leader (Burns 2012). A leadership theory determines the specific characteristics that a leader possesses e.g. skill levels. A leadership theory gives the reasons as to why some successful leaders and leaders fail. Over the years, many leadership theories have emerged. These leadership theories can be classified into 8 categories (Northouse 2010).

Trait theories

These theories assume that some people have certain unique qualities that make them better suited to take up leadership. Trait theories identify the certain traits that are shared by successful leaders. They include; courage, self-confidence, and extraversion. This theory has, however, proved to be ineffective in determining people who possess leadership qualities (Northouse 2010). Many people who possess leadership traits do not take up any leadership positions.

Situational theories

According to these theories, leaders chose the course of action to be taken based on the situations they encounter. It may be advisable to choose a democratic style of leadership when dealing with professionals.

Relationship theories

These theories are also known as transformational theories (Northouse 2010). According to these theories, leaders try to connect with their followers by motivating and inspiring and helping them to know the importance of the task at hand. Such leaders are believed to have high ethical standards.

“Great man” theories

According to these theories, leaders are born with the traits that make them best suited to take up leadership positions. The theory strongly believes that good leaders are not made, but are born possessing such traits as confidence, intelligence, and social skills that make them great leaders (Davies & Brundrett 2010).

Management theories

These theories are also known as transactional theories (Davies & Brundrett 2010). According to these theories, leaders encourage good behavior by giving rewards and discourage bad behavior through punishment.

Leadership maxims

This is a short statement that reflects a person’s belief about leadership (Burns 2012). These statements serve as constant reminders of how the leader should behave. A leadership maxim helps leaders to be decisive. Maxims are usually influenced by some of our past experiences.

The similarities between a leadership theory and a leadership maxim

A leadership theory and a leadership maxim do not share many similarities. They are different concepts altogether. However, it is important to note that both show the qualities that successful leaders possess. They are both aimed at getting the best from followers. Both belief in setting goals and working hard to achieve the set goals. Both advocate that leaders are not born, but rather leaders are made.

The differences between a leadership theory and a leadership maxim

Leadership theories are mainly based on assumptions while leadership maxims are based on personal experience (Davies & Brundrett 2010). Leadership theories have been tested through the years and found to be working while leadership maxims are based on personal experiences.

Conclusion

Leadership theories prove to be more effective since they make assumptions based on some of the successful leaders. Leadership maxims, on the other hand, are only based on personal experiences and may at times prove to be ineffective.

References

Burns, J. M. (2012). Leadership. New York: Open Road Integrated Media.

Davies, B., & Brundrett, M. (2010). Developing successful leadership. Dordrecht: Springer.

Northouse, P. G. (2010). Leadership: theory and practice. Thousand Oaks: Sage Publications.

Being an effective leader is a challenging yet engaging task – I had an opportunity to learn it by experience. In my previous job, I served as a leader for a team of instructors who provided students of each grade with military and police lessons.

I managed five staff members and 900 students and closely interacted with the school administration and the principle. I was responsible for the assessment, attendance, grades, and organisation. Taking into account that my team and I managed to fulfil our duties and our work resulted in the students’ knowledge and skills enhancement, I can state that I was an effective leader. In this paper, I will describe the leadership styles I used, skills, and leaders’ traits.

For me, the most remarkable achievement was that I managed to use many leadership styles and switch from one style to another promptly. At first, I was a visionary leader: in the school setting, I wanted my team members to understand what our task was, experiment, and suggest their own decisions rather than follow my instructions blindly. However, the affiliative style was predominant. Since it emphasizes the significance of teamwork and connections among people, I found it the most suitable for my team (Goleman & Boyatzis 2013).

Apart from contacts within our small group of instructors, we dealt with the principal, students, and teachers. Cooperation with them also required the implementation of teamwork principles. I was lucky to work with ambitious and industrious people: in this context, coaching was sometimes the best choice. My team members sought advice, for example, how one should involve students in group work.

Finally, I should admit there were difficulties concerning the organisation. Sometimes, we had to make decisions individually because of the absence of staff members. Thus, I skipped to the democratic style. We openly discussed various options, for instance, how to grade students’ achievements, and arrived at the consensus. Overall, the given styles were effective for the situation, but other conditions would have required another model.

To be a proper leader, I was trying to make use of my skills. I suppose the ability to communicate with people and develop an individual approach particularly helped me. I managed to convey my ideas to various people using different strategies, such as giving real-life examples and references to theories. Another important skill was the ability to motivate.

Again, different people were attracted by different things: some of them liked being praised while others appreciated the opportunity to educate students or the chance to lead them. I displayed my organisational skills because I dealt with the timetable, paperwork, and so on. Analytical and problem-solving skills were advantageous since I had to cope with new conditions, search for solutions, and help my team handle problems.

A leader should exhibit several traits. As situations often change, adaptability and quick thinking are vital. Dealing with people requires respect for them, honesty, and openness. Further, charisma, persistence, and awareness are needed. I dare say that I have these traits. However, I still need to cultivate my abilities.

To sum it up, working as a team leader became a valuable experience for me. Personal traits, different styles usage, and advanced skills are fundamental for any leader. I believe I managed to be an effective leader for my team. The results of our efforts were positive: both students and team members not only gained knowledge but also enjoyed the process of work. In future, I should develop the ability to motivate because it is individual and will always demand creative thinking.

Reference List

Goleman, D & Boyatzis, RE 2013 Primal leadership: unleashing the power of emotional intelligence, Harvard Business Review Press, New York.

Performance Appraisal

Performance appraisal refers to the process of evaluating the performance of the employees within the organization. Performance appraisal process involves comparing the employee’s level of performance with the pre-established standards. The performance appraisal process enables the firm to plan for the future workforce. It also presents the management with the basis to promote, demote, fire and motivate employees (Cleveland, 2010).

Additionally, performance appraisal enables the firm’s management to determine the training needs of the employees. The firm, therefore, should pay much attention to the performance appraisal process as it gives the general outlook of the quality of the workforce. In essence, this process requires a clearly spelt out criteria for the whole exercise. Clearly documented forms are usually used to review the performance of the employees. These forms provide expected standard in all the given disciplines.

Performance Appraisal Form

Communication skills (40%)

Supervision (30%)

Leadership

Final Grading

There are different grading systems. The grading system used above is clear and easy to understand by all the involved parties. It also gives a clear impression of the overall condition of the appraisal process. Supervision as an administrative duty requires the supervisor to command great communication skills. The supervisor should be in contact with employees in order to relay the relevant instructions to the employees. Equally, the supervisor should possess good leadership attributes in order to take control over all the operations happening within his area of jurisdiction (Grote, 2011). While supervision as an exercise requires coaching, the manager should be able to exercise all the necessary skills gained through experience in carrying out his duties.

References

Cleveland, J. (2010). Understanding Performance Appraisal: Social, Organizational, and Goal-Based Perspectives. Thousand Oaks: SAGE Publications, Inc.

Grote, D. (2011). How to Be Good at Performance Appraisals: Simple, Effective, Done Right. Cambridge: Harvard Business Review Press.

Introduction

Managing the production process is a challenging and problematic task, which requires that not only several separate procedures should be handled efficiently, but also the cooperation between the departments responsible for these processes, as well as the staff and the managers of the organization in question, should be introduced into the production management. In their article ForeFront Manufacturing: Production Processes and Change Management in Mainland China, Piper and Goodwin address the issue of changes in production management as the critical tool for improving the organization’s score and the challenges, which these alterations entail. Although the case study features a somewhat plausible solution to the critical problem, the company leader should have paid more attention to the effects of the leadership approach chosen by him.

Key Issues and the Ways of Addressing Them

According to the case study’s details, the company was suffering from a lack of efficacy in its performance and had severe issues with its capacity constraints. The organization was suffering huge losses due to the imperfections in the business model utilized as the critical framework for the operational processes management; as a result, a significant change in the business model, by which the company was being operated, was changed so that more robust results could be obtained.

Also, the ethical principles, which the company was supposedly guided by, may have been abused by the employees. As the report explains, “Li suspected that workers were cutting corners everywhere they could to make their work easier, and believed guidelines and procedures were required to ensure work was carried out properly” (Piper and Goodwin 12).

While the former issue regarding the business model appears comparatively easy, though admittedly time-consuming, to address, the latter concern seems a too complicated issue to cope with. It is imperative that specific means to enhance the staff’s motivation for complying with the new and reinforced ethical principles should have been introduced into the company’s management. The fact that little to no methods of enhancing motivation among the staff, including possible incentives and public recognition of the most productive and dynamic employees, have been designed; seems a significant flaw in the development of the new strategy for the company to follow.

Alternative Solutions: What Could Have Been Be Done Differently

As it has been stressed above, the change in the ethical principles of the company, i.e., the reinforcement of the guidelines concerning financial frauds, needs sufficient support in terms of encouraging the staff to follow the newly adopted rules. It goes without saying that, being exposed to the opportunity to cheat and earn more money, the team will hardly be able to resist the temptation; hence, a financial encouragement of the employees, who refuse to participate in the corrupt system of illegal moneymaking, is imperative.

More to the point, the staff needs a role model to follow when changing their organizational behavior. Herein the need to reconsider the current leadership strategy lies. While one must give credit to the democratic leadership principles, which the company is guided by at present, one still has to admit that these principles do not allow for changing the staff’s concept of ethics and honesty in the workplace. Consequently, a more appropriate leadership style should be adopted; choosing between the existing alternatives, one should consider the transformative leadership approach as the most promising one. Creating the premises for the staff to reconsider the benefits and the drawbacks of their current organizational behavior, such a system allows the company leader to display the pool of opportunities, which the new ethical model opens in front of the staff. Thus, a faster and more efficient transfer to the latest ethical principles becomes possible.

Finally, it would be reasonable to introduce better cohesion between the departments. An update in the communication system will help address the issue. Notably, the principles of shared knowledge should be established. Thus, a faster update on the company’s current issues and the development of proper strategies and solutions can be provided.

Analysis of Solutions: Strengths and Weaknesses of the Method Proposed

Much to Li’s credit, the adoption of automatic systems of operation, which did not need supervision, was a sage decision to make. The emphasis on responsibility, primarily the responsibility to the local society, was also the right thing to do since it reinforced the company’s ethical code and promoted professional ethics and commitment among the staff. Nevertheless, some of Li’s choices may have a negative effect on the company’s operation. Notably, the issue concerning the lack of emphasis on the leadership strategy, which obviously has a tangible impact on the company’s performance, should be mentioned.

Table 1. Solutions, their Pros and Cons.

Recommendations

As it has been stressed above, the company needs a more efficient leadership strategy to be employed. Unless the staff gains a charismatic leader, who is capable of transforming the mindset of the team by appealing to their needs and wishes and enhancing their motivation, the company will be incapable of making any progress. It is essential that the reconsideration of the organization’s fundamental values and ethical principles should take place.

Works Cited

Piper, Chris, and Nigel Goodwin. “ForeFront Manufacturing: Production Processes and Change Management in Mainland China.” Leading Change. Ontario, CA: University of Western Ontario. 2014. 5–19. Print.

The purpose of any business is defined by those who create it – the entrepreneurs. The vast majority of businesses, whether they realize it or not, are motivated by the following goals:

• Service to others.
• Discovery and furthering of human knowledge.
• Creation of excellence and beauty.
• The desire to change and improve the world.

Conscious leadership relies on four types of intelligence: Spiritual Intelligence, Emotional Intelligence, Systems Intelligence, and Analytical Intelligence. All conscious leaders have to aspire to improve their skills in each of these areas.

• Emotional intelligence – understanding oneself and others.
• Spiritual intelligence – having a higher purpose, high standards and ethics, love and compassion, and the desire to improve the world.
• Analytical intelligence – the ability to disseminate information and discern between cause and effect.
• Systems intelligence – understanding of various systems.

Practices that make a good leader:

• Servant leadership.
• Creating a shared purpose for others.
• Making a positive difference in the world.
• Helping people grow and evolve.
• Using strategies that are beneficial to everyone.
• Making tough ethical choices, when necessary.

In modern American business, love is seen as a weakness. However, good leaders are not afraid of that and allow love to be the glue to bind their organization together. Love inspires productivity and loyalty in managers and employees alike.

In order to become a good leader, one has to follow one’s passion and not be afraid to take risks and make mistakes. A crisis is a good opportunity for learning and evolving. Good leaders evolve into a higher state of consciousness through practicing self-awareness, taking on challenges, and constantly learning from the better people. Many of us can become good leaders. Personal growth is a choice.

The term ‘leadership’ draws varied definitions perhaps due to the disparate responsibilities that come with it. However, of all definitions, the best one defines leadership as the mandate to serve at the forefront as others follow. This definition is superior to others as it defines all forms of leadership styles and characters in various life phenomena such as business management, politics, and religion among others (Kotlyar & Karakowsky, 2007). The world has had exemplary leaders whose leadership styles are admirable to the majority of people and in the world of business. One such leader is Steve Jobs – the founder of Apple. His leadership style made Apple Corporation the best working place for the last decade.

Steve Jobs’ Leadership Character and Style

Steve Jobs is one of the best business leaders that have ever lived. He had good interpersonal relations with other people and he upheld simplicity as a virtue, which a majority of world leaders lack. Followers do not look much at the success of a business to define the qualities of a leader. On the contrary, they look at the personal character of the leader spearheading the business in question. Jobs had all the necessary qualities of a good leader coupled with the ability to execute his role as a leader through the proper application of such elements (Isaacson, 2012).

A good leader espouses numerous characters. However, a good leader should be charismatic, action-centered, servant leader, transformational, courageous, risk-taker, innovative, and honest. A good leader is charismatic, thus capable of imposing inspiration to his/her followers. Steve Jobs was a charismatic leader because his good interpersonal relations inspired employees at Apple in various ways. He saw an asset in an employee rather than a liability and this perception enabled him to handle employees with dignity, which in turn inspired them to give their best towards the success of the corporation.

Also, a good leader is action-oriented. In 1997, Steve Jobs return to Apple brought in a dramatic change of events that saved the company from bankruptcy. The company was undergoing a financial crisis, but he did not concentrate on the challenge. On the contrary, he focused on the possible ways through which the events could be reversed. His character enabled him to devise a method in which the company would focus on four main products that seemed to have great market potential.

Moreover, a good leader is a servant leader rather than a leader to servants. This leadership quality revolves around the idea that everybody is a servant, but the one in-charge of others is the senior-most servant. This quality calls for humility and a feeling of responsibility from the leaders.

The world’s greatest leaders possess the greatest humility and they take responsibility for their actions under all circumstances. Steve Jobs did not exercise authoritative leadership over his followers at Apple, but instead, he led with great humility that enabled him to inspire all employees (Kouzes & Posner, 2012). He bore the responsibilities of both his actions and employees with great humility and loathed blame games in corporate affairs.

Additionally, a good leader exercises transformational leadership. A transformational leader “enhances motivation and morale of his/her followers through various mechanisms” (Kotlyar & Karakowsky, 2007, p. 39). Transformational leaders prioritize the needs of other people before theirs to make followers feel a sense of belonging and dignity. The Apple Corporation was rated the best working place of the last decade courtesy of the exemplary leadership from Steve Jobs, which is worth emulating. Steve Jobs had a good interpersonal relationship with staff members and he recognized their efforts at individual levels, which contributed to enhanced employee motivation and overall corporate performance during his leadership era.

As aforementioned, a good leader is courageous and s/he exercises courage in tough situations. Leadership is an involving task where a leader is looked upon by the followers during difficult situations with a high expectation that s/he must give a way out of such a situation. This quality demands leaders to instill confidence in their followers through strong character even when a situation is risky for the business. Steve Jobs is one of the leaders who possessed a courage that never disappointed even in very tough situations. As noted earlier, Steve’s ability to save Apple from near bankruptcy situation presented him as a courageous leader, and with great enthusiasm, he spearheaded the decision-making processes that saved the company from numerous risky situations.

Lastly, good leaders are innovative and creative. Creativity and innovativeness are key ingredients to the success of a business in the contemporary world. Every day, businesses are racing towards product developments, and thus only the creative and innovative leaders will retain a competitive advantage. Steve Jobs was a creative and innovative leader and he managed to lead Apple to be the most innovative corporation in ICT development.

His creativity enabled him to identify the types of products that consumers would want to have and by incorporating innovativeness, he came up with competitive products, which won the hearts of many customers across the world. Steve Jobs was creative to realize that customers needed simplified products as opposed to those produced by Apple’s competitors, which enabled the company to acquire a great competitive advantage.

Steve Jobs used both coaching and transformational leadership styles in his leadership tenure at Apple Corporation. He is credited for having made the staff members know where the firm had come from and where he wanted it to be through training and motivation. He was enthusiastic to make workers understand that he appreciated the origin of the corporation, but he made it clear that for the company to achieve its mission, they all had to work towards a common goal. This understanding opened doors for a transformational leadership style where he could see the staff members as drivers of the corporation towards achieving its goals, and thus they were of great value and their interests were to be prioritized at all levels (Northouse, 2012).

In conclusion, leadership is an ambiguous term, but the greatest definition is provided by good examples of leaders whose leadership has influenced the lives of other people. Steve Jobs is a great leader who should be emulated by anyone wishing to become a leader at one point, and especially in the business and management arena. A leader must possess good personal characters to influence the lives of other people positively. Hence, good leadership is a result of good personal characters.

References

Isaacson, W. (2012). The Real Leadership Lessons of Steve Jobs. Harvard Business Review, 1-11.

Kotlyar, I., & Karakowsky, L. (2007). Falling over ourselves to follow the leader. Journal of Leadership & Organizational Studies, 14(1), 38-49.

Kouzes, J., & Posner, Z. (2012).The leadership challenge. San Francisco, CA: Jossey-Bass.

Northouse, P. (2012). Leadership theory and practice. Thousand Oaks, CA: Sage.