This creates both a challenge and an opportunity to lead. Leadership is the process of influence. Defined as such, every attempt we take to influence is an attempt to lead. As such, the need to think about power is also a critical aspect of assessing our own leadership. According to Kelleher, the purpose of including power in the discussion of leadership lies in the critical link between our potential to influence (our power) and actual success we experience while influencing (our actions and behavior).
Most people tend to believe and trust in people in authority because they have reputation and rapport. Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. Transformational Leadership According to Bass (1990) Transformational leaders seek to transform the organization; there is also a tacit promise to followers that they will be transformed in some way, to be more like a leader. Transformational Leaders, by definition, seek to transform.
Lussier and Achua (2004; as cited by Caldwell, Hayes, & Long, 2010) define leadership as “the process of influencing leaders and followers to achieve organizational objectives through change” (p. 5). This translates to mean that the leader must have the ability to make decisions that will be beneficial for the organization and not promote their own self-interest. Their decisions will impact many different stakeholders such as the company, venders, customers, economy and themselves. In order for the leader to be effective in making decisions they must have specific skills. These specific skills include project management, technical expertise, cognitive, and interpersonal (Yukl, 2006).
Vision, values, care of soldiers and families, leader development, change, diversity and humor are imperative to developing a credible leadership philosophy. Leadership Essay Two Philosophy is the attainment of an integrated, comprehensive view of life, of vital importance. Some parts of a leadership philosophy are intuitive to who we are. Thinking through what type of leader we want to be and how we want to lead will make us a better leader. More importantly, in those difficult times, having a leadership philosophy will keep us centered in moving forward as well as within the right boundaries when temptations arise.
James MacGregor Burns (1978) was the first to initially introduced the concept of transformational leadership. He distinguished between transactional leaders and transformational by explaining that: Transactional leader are leaders who exchange tangible rewards for the work and loyalty of followers. Transformational leaders are leaders who engage with followers, focus on higher order intrinsic needs, and raise consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved (as cited in Ching, 2014). *It is typically frowned upon to quote someone indirectly. It is best to find the original
Determine How to Best Leverage Leadership Roles Leadership is a dynamic relationship which is based on mutual influence between leaders and followers which results in a higher level of motivation and technical development as it promotes changes (McLaurin & Al Amari, 2008). Leadership roles are best determined by the individual and his way of communicating to his audience. A good leader is able to think strategically, innovatively and motivate and inspire the people to whom he is speaking. One of the most effective tools that a good leader must possess is the ability to communicate. A leader can capture the attention of the audience by communicating verbally or nonverbally, using body language and gestures as long as the audience understands the exact message that the leader is trying to send.
For example, Smith (2001) maintains that transformational leadership uses a combination of charisma and interpersonal skills to enable achievement. However, identifying potential transformational leaders may be a difficulty if the pre-requisite for identifying charismatic individuals is an integral part of this selection process. Jones (2004) argues that the key ability of a transformational leader is the ability to empower others, while Fea (2001) maintains that their key strength is to increase feelings of self-worth and capability in their team members. On reflection, my own experience of transformational leadership appeared to be based principally on being
The key responsibilities of a team leader are: Providing structure for the team - This is associated to setting a clear vision to provide purpose, clarify roles and responsibilities, allocate tasks and set objectives. A leader can influence the team to perform their duties by explaining the vision and the importance of their role in the outcome, along with the steps or goals, needed to achieve it. The individuals will be more apt to follow if they can envision their contribution to the bigger picture. Without that perspective the team cannot accomplish its goal. Managing Time- A leader should be able to identify and differentiate between urgent and important issues.
Transformational leadership is defined as a process of inspiring change and empowering followers to improve themselves and to improve organizations processes. It is a process facilitates followers to accept responsibility and accountability for themselves and the processes for which they were assigned (Koehler & Pankowski, 1996, p. 8). Rankin perceived her role in NZIS as one to improve the processes so that they could deliver value to their customers. Together with the team she formed, she conveyed to them a mission of getting clients faster, better and more faster service. She worked with the team to develop the innovative idea of the 24 hour processing.
Technical change is about using the skills and procedures that we are aware of to solve current issues and can be accomplished by those in authority. Adaptive change in contrast focuses on the heart and mind, in helping people with the problem to learn a new way that will generate a deep transformation of culture. It is important for a leader to understand the difference between these two kinds of leadership so as to not misconstrue the concept of transformation; treating the conception of adaptive challenges as technical problems. Arguing that leading change and one’s own survival are of equal importance, the authors identify the most common ways leaders get ‘taken out’ and highlights specific ways leaders can respond to these dangers. In the faces of danger the authors note the four strategies which organizational systems often use to challenge the danger presented by the unauthorized person who is stepping out to lead toward systematic change.