This analysis will discuss the leader’s experience with performing transformational and the impact it has on the individuals for which they manage. Introduction The purpose of this analysis is to discuss the Transformational Leadership style and the impact it has on employees from the subordinate perspective. As a result of my own experience working with an exceptional leader it has help to guide me into a transformational leader myself. Early in my management career, I was not as informed and did not see myself as proactive, inspirational and empowering. However, after working with a phenomenal leader for so many years, it made a lasting impression on me.
I believe in people, but I also believe in structure and clearly outlined expectations. While I do believe that any successful organization is built on the people who work within it, a leader needs to be able to provide boundaries and task-oriented structure. For example, one of the questions that determined my P – or people – score was “I would turn the members loose on the job and let them go for it” (Daft, 2011). Though I do believe in empowering employees to be able to act independently, “turning members loose” seems to be a bit reckless. A leader who does that is not empowering their employees with the structure and tools necessary to be successful.
A good deal of leadership can come from people who are not formal leaders. Leading is the result of using one’s role and leadership ability to influence others in some way. True leaders are not “bosses” or “commanders”. Instead of power, true leadership comes from influence, congruence and integrity. Successful leaders are committed to “creating a world to which people want to belong”.
I need the right platform and I think this company is one of the best. It will definitely help me to enhance and polish my skills. —Guest Utkarsh Willing to Learn I am looking for an opportunity in this field, to excel in this field and to contribute to the growth of organization.To be able to enhance my knowledge, and to develop my skills and personality. —Guest jernan Willing to Learn and Perform I am able to work co-operatively with others in order to achieve a common goal. I always aim at delivering quality work within timelines and I believe in adding value to the organisation and I take full accountability for my deriverables.
A social occupation is one in which involves interacting with others, communicating with, and teaching others. An occupation that includes helping and providing services to others. My Career Competencies lists my strengths as adhering to values, it is very important that I my vision and values align with the vision and values of the company that I work for. I am also strategizing, I like to look at problems or areas of opportunities and figure out ways to fix or improve the process. I was also identified as cooperating, I love working in an environment where I can work and collaborate with others.
Determining Perfect Positions: Leadership Style Model Tiffany T. Kliemann LDR/531 November 26, 2012 Dr. Mike Kraynik Determining Perfect Positions: Leadership Style Model There are many ways to improve as a leader and many ways to measure different attributes so that an individual can improve his or her leadership styles. In the self-assessment library on the basic personality assessment there is a high score of conscientiousness. High conscientiousness scores have a direct positive correlation with high job performance usually (Pearson Education Inc., 2007k). Conscientiousness, extroversion, and openness are qualities of a good leader under the trait theory (Robbins & Judge, 2011). Another trait theory that determines if a leader is successful is emotional intelligence (EI).
Definition of a leader A leader is defined as an individual who influences and guides direction, opinion and course of action (Jooste 2004.) However, according to these authors a title alone does not make a leader only a person’s behaviour determines if he or she occupies a leadership position. Perhaps therefore in this instance it is necessary to define the manager. Duffield (1991) defines the manager as the person who brings things about, who accomplishes, has the responsibility, and conducts. There have been many differentiations between leaders and managers with many authors suggesting that in an ideal climate the one should go hand in hand with the other.
It was through these classes and conferences that I got to meet with leaders and focus on outcomes, and initiatives such as retention. The passion and expertise of these leaders as well the conversations I had with them not only, I believe, made me a better leader in practice but they serve as motivation for what I can achieve. 3. Lessons learned that have helped you grow as a leader. I’ve learned to listen attentively to what someone else is saying.
Above all else, I believe being a leader one has to make being at work fun. I think if you enjoy what you are doing and do not get up every morning hating to have to go work the employee becomes a more productive worker. I am a firm believer that if an organization treats their employee’s well they will be happier, loyal and more productive to the organization. I believe my leadership philosophies now and as a future leader will be a blend of autocratic leader, innovative leader, constant improvement leader, and a transformational leader. I know this is a lot of different philosophies of leadership, but I do not think there is just one type of leader and to be a good leader one needs to be open to learning new things.
When I do things, I do them in such a methodical way, that I am not satisfied until they are just right in my eyes. When working on group projects, I sometimes get frustrated when others do not put forth the same level of effort I do. Often I find myself losing patience with those who do not share the same idea or level of dedication. At the leadership class at IUJ, I have come to know that leadership is the process to achieve own goal of task through organising other people’s behaviours toward same direction creating cooperative actions. If a leader has variety of power sources, the person can influence people’s behaviours more effectively.