Personal Theory on Leadership
Personal Theory on Leadership
? What traits and behaviors are at the core of your leadership model?
? What core personality traits do you bring to your personal leadership model?
? What leadership skills do you possess, and how do these skills enhance your model?
? What are the leader�s most important tasks?
Psychological Foundations of Leadership?
What are the core values that your leadership model emphasizes?
What barriers and opportunities exist for the implementation of your leadership model in your personal life?
What barriers and opportunities exist for the implementation of your leadership model in your professional life?
Describe the four leadership styles covered in the Hersey and Blanchard situational leadership model and how
ANSWER
Personal Theory on Leadership
Theory of Leader Resilience
Introduction
Daft and Lane (2014) posit that leadership in the contemporary world requires a rich combination of skills, competencies, and adaptations to enhance efficiency in today’s turbulent environment. Leaders face considerable challenges in accomplishing organizational objectives, such that resilience is necessary to ensure that set goals are achieved. My leadership theory is the ‘Theory of Leader Resilience,’ which aims at providing traits, behaviors, personality traits and skills necessary for enhancing leader resilience.
Traits and behaviors
Eight traits and behaviors are at the core of the leader resilience theory. These are illustrated and discussed as follows.
Internal motivation: The need for internal motivation is emphasized in leadership studies based on its role in promoting leaders performance. Internal motivation entails having an inner drive that exceeds extrinsic motivation, necessary in overcoming obstacles faced (Daft and Lane, 2014).
Vision: A resilient leader should have a vision that guides and motivates them towards success (Daft and Lane, 2014). This may be based on organizational objectives or the leader’s motivation.
Creativity: Surviving in a competitive world calls for a high level of creativity to develop strategies that enhance firm productivity and thus promote its resilience.
Rationality: An important characteristic in enhancing leader resilience is prudent in actions and decision making. This ensures that the performance of the organization is enhanced.
Self-awareness: A leader who is self-aware is more capable of understanding themselves including their strengths and weaknesses; which enhances their ability to interact with others, take positive criticism and seek to improve themselves based on their experiences (Narayan and Narashiman, 2012).
Communication skills: Having effective communication skills including listening skills ensures that a leader can work well with others (Zulch, 2014; Jahromi et al., 2016). This is necessary for promoting teamwork and ability to deal with different stakeholders.
Team focus: A resilient leader should work effectively with others to achieve set objectives. This calls for employee involvement in decision-making and ensuring that individuals have a chance to contribute to organization’s activities.
Emotional intelligence: The ability to interpret and understand one’s emotions and those of other is vital for leaders because it ensures that leaders can make effective decisions and guide others towards the achievement of set goals (Narayan and Narashiman, 2012).
My core personality traits
Based on the model above, there are various core personality traits that I bring into the model. These include emotional intelligence, internal motivation, creativity, self-confidence, and self-awareness. I consider myself as having a high level of emotional intelligence as demonstrated by my ability to understand my emotions and those of others. This has helped me become a good team player and enhanced my people relation skills. I am also internally motivated and always strive to make the best out of any situation to ensure success. Also, my creativity plays an essential role in my success. I always ensure that anything I set to do is well researched and developed most creatively. Regarding self-awareness, I have mastered the skill of learning from my mistakes and my weaknesses to help me become a better person.
Leadership skills possessed
The leadership skills I possess include intelligence, effective communication skills, creativity, motivation and a good listener. These enhance the model to a significant extent because they directly support the eight traits provided. Being intelligent is necessary for ensuring that a leader can manage the team towards achieving its objectives by providing the necessary guidance and efficiently working with the team (Zulch, 2014). Good communication skills on the other and allows the leader to get along with people and this enhances effectiveness in interpersonal relationships at the organization. As a good listener, relationships are further enhanced, and individuals within the organization can adequately express their views and contribute to company performance (Jahromi, et, al., 2016). Motivation, on the other hand, is vital in promoting resilience, and this is likely to enhance the achievement of organizational goals.
A leader’s most important tasks
The most important tasks that a leader has include carrying out the organization’s vision, coordinating organizational resources and processes, creating strategic direction and vision, shaping culture and organizational values, facilitating performance of duties, guiding and influencing followers towards goal achievement, building motivation and task commitment, enhancing collaboration, and developing and empowering people (Daft and Lane, 2014; Tohidi, 2011). These tasks ensure that the leader can guide the organization towards achieving the desired results and hence meeting set objectives.
Core values of my leadership model
The core values that my leadership model presents include passion and enthusiasm, creativity, rationality and internal motivation. These core values denote a leader’s ability to lead based on his or her commitment towards the success of the organization, effectively coordinating resources including human capital to ensure that set objectives are achieved while the needs of followers are also met.
Barriers and opportunities in implementing the model
The main barriers to implementing the model include scarcity of resources, lack of cooperation and support from followers, differences in ideologies and the occurrence of unanticipated events. These make it difficult to implement the model because effective outcomes are highly dependent on collaborating with others to achieve results. On the other hand, there are opportunities in the implementation of the model. These include the ability to motivate and influence others based on my emotional intelligence, better organizational outcomes based on my creativity and vision, team efficiency promoted by openness to new ideas, team focus and emotional intelligence.
How situational leadership applies to my model
The Hersey and Blanchard situational leadership model presents four leadership styles that are applicable in managing organizations, which vary depending on the circumstances and the people being led (Daft and Lane, 2014). According to this theory, situational leadership is about developing a unique approach to each situation by applying the most suitable leadership style at the time. The first style presented in theory is the delegating style. This style allows the leader to participate minimally in task decisions by entrusting others with the roles. It is a low task style applicable where those involved have adequate knowledge and skills to perform (Daft and Lane, 2014). The second style is the participating style, where the leader allows followers to share ideas and participate in decision making. Participating style as noted by Zulch (2014) is effective in promoting organizational productivity by promoting follower motivation. The third style is the selling style. In this style, the leader’s ideas are likely to dominate because the leader attempts to persuade his followers through selling his or her ideas to them. This is a high-task style where the leader takes an influential role in driving organizational strategy. The last style is an important style, which unlike the selling style involves giving explicit directions to followers. The leader provides directions and also closely supervises work.
Applying this theory to my model, it is notable that situational leadership requires fast thinking to ensure that a leader adapts as fast as possible to the circumstances facing the organization at any time. Having a high level of internal motivation, creativity, and emotional intelligence among others can contribute greatly to how a leader adjusts from one leadership style to another. In applying the delegating style, a leader needs to be emotionally intelligent to determine whether the people he is delegating to are capable of performing the role. Communication skills also ensure that the leader effectively communicates on the expected outcomes of the roles (Tohidi, 2011). The participating style calls for the application of different aspects of my model including a focus on teamwork and creativity. This ensures that followers are motivated to participate in decision-making. In the application of the selling style, it is necessary that the leader is highly convincing for their ideas to make absolute sense to followers. This requires a high level of intelligence, self-awareness, vision, creativity and effective communication skills. These characteristics, presented in my model make it easy for the leader to articulate their ideas and hence promote the performance of the organization. Lastly, in applying the telling style, a leader needs vision, intelligence, and creativity in determining how best the organization’s objectives can be achieved.
Conclusion
This paper presents my theory, labeled the ‘Theory of Leader Resilience.’ It identifies the major components of the theory and how they influence performance, based on their ability to promote resilience. In this discussion, various aspects of leadership including leadership skills, core values, and application of leadership styles are also discussed concerning my model. Overall, the theory of leader resilience provides a unique model which can be replicated in organizations to promote efficient outcomes.
References
Daft, R. L. & Lane, P. G. (2014). The leadership experience, 6th edition. Cengage Learning.
Jahromi, V. K. et al. (2016). Active listening: The key to successful communication in hospital
managers. Electron Physician, 8(3): 2123–2128. Retrieved from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4844478/
Narayan, P. R. & Narashiman K. (2012). Emotional Intelligence and Work Performance: A
Conceptual Study. Journal of Mechanical and Civil Engineering, 62-68. Retrieved from http://www.iosrjournals.org/iosr-jmce/papers/ICRTEM/ME/Volume-3/ISORME075.pdf?id=7622
Tohidi, H. (2011). Teamwork productivity & effectiveness in an organization base on rewards,
leadership, training, goals, wage, size, motivation, measurement and information technology. Procedia Computer Science, 3, 1137-1146. Retrieved from https://www.sciencedirect.com/science/article/pii/S1877050910005600
Zulch, B. (2014). Leadership communication in project management. Procedia – Social and
Behavioral Sciences 119, 172 – 181. Retrieved from https://ac.els-cdn.com/S1877042814021120/1-s2.0-S1877042814021120-main.pdf?_tid=cff878fe-0ba7-11e8-819c-00000aacb35f&acdnat=1517967781_b3ae7356acb3b8489a354dcc7fd
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