The paper 'Leadership Skills Are Best Acquired through Practice" is a good example of a management case study. There has been a persistent mystery about what leaders ought to do to achieve the best results for a long time. In the past decades, leadership experts have embarked on training and coaching leaders in various fields and levels in an effort to make business people who are cable of turning business objectives into reality- be they financial, strategic, tactical or organizational. Separating theory form practice effectiveness in leadership has eluded most people and organizations.
Apparently, no empirical research has proved which patterns and leadership behaviors guarantee achievement. The meetings were definitely intended to train us to understand the different styles and understand how to employ them in unique contexts. This paper reflects the three different meetings highlighting the occurrences and the influences it had on different individuals. Leadership experts give advice basing on experience, inference and instinct. In some cases, the advice may be relevant and helpful while in some cases it may not (Block, 2003, P. 4). Leaders in training thereby are supposed to be exposed to more practical situations in different contexts.
Apparently, there are six different leadership styles each emerging from different emotional perspectives and demonstrated by different executives across the world (Bonnici, 2011, P. 48). Taken individually, these styles have a unique and direct impact on the working environment and atmosphere of a group, company or team. Additionally, leaders who achieve the best results do not rely entirely on style but execute different styles as required by the situation and context (Iqbal, T. 2011, P. 124). Before reflecting on the three meetings to understand how the styles were employed and or missed by different group leaders in the different sessions it is important to understand.
A mere description of the style is most likely to appeal to anyone who leads or has been led using it (Glanz, 2002.). Firstly, there are coercive leaders who in most cases demand compliance immediately. This style functions when the juniors are compelled by the fear of punishment o comply. The second type of a leader is an authoritative leader who understands the goals and thereby mobilizes people towards a vision.
Affinitive leaders, on the other hand, create establish emotional bonds and create harmony among the workers. This type of leadership style is apparently the favorite particularly to the juniors as they feel motivated rather than coerced towards achieving the set goals. Another style of leadership is democracy. This allows for participation and building consensus (Schiffer, & Shorr, 2009, P. 68). Though this style is also favored by most organizations, it is less effective in situations that require an urgent meeting. Leaders thereby have to take it upon there discretion to judge and understand when and when not to employ this style least it backfires.
There is another type of leadership where leaders expect competence and excellence through self-direction. This is referred to us pacesetting leadership. The leader works along with members in the initial stages to provide necessary directions and expect them to continue with the same pace until they achieve the set goals (Lomenick, 2013, P. 114). In one way or another, the leaders in the group employed one leadership style and this reflection paper is aimed at giving an analysis of how the different styles affected performance in different contexts.
Additionally, it describes the analysis of the achievements and mistakes done and how they affect the end results. This includes applying wrong leadership styles in wrong contexts and failing to switch from one style to another. Additionally, it describes the different lessons learnt to shape our leadership traits and the changes that have been experienced from the first to the third meeting.
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