Benefits Of Effective Leadership For The Organizational Performance And Satisfaction Of Employees

A1. Leadership Style Upon conducting research, it is clear that the definition of “leadership” is not agreed upon. It is fluid, based upon many perceptions, situations, and surroundings. According to Robinson (2010), adopting a specific style of leadership is rather futile as it is, “contingent on the personal traits of the leader, the people being led, and the nature of the activity.” Tools are available to help guide potential leaders in determining a preferred style of leadership. For example, utilizing the “Leadership Self-Assessment

After thoroughly studying the book Leadership: Theory and Practice by Peter G. Northouse, I have come to a conclusion that transformational leadership style is the one that appeals to me the most (Northouse, 2013, p.185). Transformational leadership is about changing and transforming people, it is concerned with all the possible aspects involved in such process: employees' emotions and motives, satisfaction of their needs and explanation of the long-term goals. Transformational leadership handles equally well one-on-one interactions as well as influencing organizations as a whole. Transformational leadership factors are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration

This approach emphasize that having a leader with a certain set of traits is crucial to having effective leadership. It’s the leader and the leader’s personality that are central to the leadership process.

A Transformational Leadership style requires one to look past self-interest for the common good. They must have strong values liberty, justice, equality (Gill, 2016). They empower followers to be self-thinkers, create self-worth, confidence, and competency.

According to organisational behaviour by McShane, leadership is defined as influencing, motivating and enabling others to contribute towards the effectiveness and success of the organisation of which they are members (page 382, McShane).Becoming an effective leader depends on the leader’s leadership style. Successful leaders have vision and charisma, also the leader should have an ongoing personality, talkative, careful and self-disciplined. The leader must also have self-concept

As far as leadership preference, the approach that fits best with my style would be primarily a task-oriented leader. Task-oriented leadership is defined as leadership that is focused predominantly on procedures, activities and goal accomplishments. This type of person is goal oriented and wants to achieve. Their work is where they find

Effective leadership is a key enabler as it provides the vision and the rationale for change. Different styles of leadership have been identified, for example coercive, directive, consultative and collaborative. These different styles may each be appropriate depending on the type and scale of change being undertaken. For example, when there is a large-scale organisation-wide change a directive style has been identified as most effective.

When I think about the type of leader I would like to be, there is one supervisor that always comes to mind because of the positive environment she cultivated. In researching the different leadership styles for this assignment, I believe that this is the style that she used with her staff. I was interested in learning more about transformational leadership and how I can cultivate this style in the way that I lead my current team as well as the way in which I lead future teams.

For the past eight weeks of study and beyond, we have been developing a wide range of skills to become an effective leader. These skills includes, understanding one’s self, the ability to motivate others and understand organizational culture and manage any ambiguity. We started off by evaluating our personal and professional transformation by analyzing strength and weaknesses, values and principles, decision-making ability and conflict resolution. We also explored the leadership in troubled times by evaluating what makes effective leadership, how they think, their management styles, and the impact on their followers and organization.

Our group chose the following assessments to focus on; Do I Trust Others, What’s My Face to Face Communication Style, What’s my preferred Conflict-Handling Style, What are my Leadership Style, and How Good Are My Listening Styles. We chose these assessments because we believe these five play a particularly key role in shaping leaders for Organizational Management. Whether it’s how you communicate with others in your department, how well you listen to others, how you handle conflicts in your workplace, the level of trust you have for others, or how you lead others, understanding how you relate to the preceding assessments is critical to becoming a well-rounded leader. The knowledge of how each of us act in regards to these principles will

Characteristics’ and behaviors of successful leaders are both innate and learned (DuBrin, 2013). Assessing ones personality, cognitive abilities, emotional intelligence, and behavioral characteristics assists in determining the areas in which there is opportunity to increase ones effectiveness as a leader. Utilizing the Humanmetrics Jung Typology Test, the Big Five Personality Factors, in addition to three self-assessment quizzes from the Dubrin (2013) text this paper will discuss the instruments chosen for the self-assessment and their results, personal reaction to the assessments, what the results convey regarding leadership performance, and a summary of the most significant insights gleaned from the assessment.

In addition, unlike other styles of leadership, transformational leadership has a significant effect on subordinates’ behaviour and attitudes towards common goals (Dignam et al. 2012). Further, it is important to note that transformational leadership style has the ability to motivate and inspire employees, particularly when organisation is experiencing difficulties (Rolfe 2011).

Self evaluations in terms of leadership help an individual learn about his capacity to work as a manager, a leader. There are several different theories and perspectives that explain why a manager behaves in a certain way, what are the reasons that shape his decision and how do they pave the way for smooth functioning of the organization. One such theory is the Blake and Louton managerial grid that explains managers with regard to the respective concerns they show towards the people they employ and the production methods they use . The theory states seven major types of leadership attitudes inside business organization. They include indifferent, accommodating, doctorial, status quo, and sound, opportunistic and paternalistic views. According to the results of the tests I gave, I have realized my leadership potential as accommodating.

Accurate self-assessment. Leaders, who usually know their limitations and strong points, display an interest in learning where they need to develop, and encourage positive criticism and

Students of leadership courses typically emerge with an understanding of how various leaders faced difficult situations, implemented tools and strategies, and experienced the results. Scholars and practitioners have suggested that this outside-in method to understanding what it means to be a leader is not serving our graduates, organizations, and society well. Several recommend an inside-out approach whereby the student is encouraged to consider and understand the self as the basis for developing effective leadership qualities. This paper explains the rationale behind developing a course predicated on the idea that accurate assessment of one’s own identity (e.g. strengths, weaknesses, traits, values, beliefs and motivators) results in better individual, team, and organizational performance. The primary assumptions for the course development and execution are that: (a) our behavior does not always align with the qualities of good leadership, (b) we may not be aware of how others perceive our leadership, (c) others judge our effectiveness as leaders, whether we are leading people or not, and (d) self-awareness is a tool for developing leadership qualities within the organizational context.