Essays on Understanding Effective Leadership Essay

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The paper 'Understanding Effective Leadership' is a wonderful example of a Management Essay. The opinion on what constitutes effective leadership in organizations remains divided. While some argue that leadership is in-born it now widely agreed a range of Leadership skills can be learned. In this paper, we use the transformational leadership theory and the situational leadership theory to highlight some of the qualities of a highly effective leader. These qualities have been observed among the most effective leaders on the globe and can be learned and practiced by other leaders. Discussion Emotional maturity is identified as one of the key characteristics of a transformational leader.

Due to the pressure present in contemporary workplaces leaders may feel a persistent feeling of frustration (Judge and Bono 2000). It is important not to pass on this stress on followers. Effective leaders contain their emotions properly. For example, an effective leader will refrain from talking angrily to employees who fail to perform their tasks. While some leaders engage in cruel outbursts in response to their employee behavior this is not the case with effective leaders.

An effective leader instead analyzes the problem to find out where he can help his followers overcome their weaknesses (Miller 2001). Effective leaders also build rapport among their followers so when problems of underperformance occur there are able to talk with the followers on a personal level. Furthermore, effective leaders minimize the power-distance between them and followers by showing that followers are not subordinates to them (Mandell and Pherwani 2003). In so doing they destroy organizational hierarchies that are responsible for demoralizing employees. An effective leader outlines what is expected of his followers clearly.

He then inspires his employee to reach out and achieve these performance expectations (Palestini 2009). He considers the concerns and problems of employees that may impact on their performance-critical. Effective leaders encourage and assist their followers to deal with their challenges. An effective leader understands his followers and knows what they can or can’ t achieve. He ensures that employee has the necessary drive to undertake and excel at the task they are assigned (Gill, 2011). Effective leaders access the performance of his followers against set objectives. This evaluation assists in the award of compensation for good performance.

Furthermore, performance objectives help organizations identify individuals they should train so they can perform better or take up leadership roles. According to Kotter (2001), transformational leaders are effective because of their posses humility, integrity, openness, creativity, dedication, assertiveness, and fairness. Transformational leaders show their humility by freely mixing up with subordinates and involving them in decision making. Lafley the CEO of P& G for example sought the support of staff by meeting up with personally (Chesbrough 2012). Effective leaders also show every employee that they are important contributors to the success of the organization.

Integrity implies that an effective manager displays virtuous behavior and his actions are always ethical. Integrity enables effective leaders to earn the trust and confidence of their followers (Miller 2001). Leaders who show integrity in their work are also admired by their followers and they can use this admiration to inspire employees. Most employees say that they are willing to support any leader with high moral integrity. Such a leader is fair, candid, honest, and forthright and treats everyone equally.

Miller (2001) identifies integrity as a character. He reasons that the character of leaders can only become apparent when he is faced with a difficult situation. If leaders show integrity in this situation they earn the respect of their followers. The decision of respected and trusted leaders have the support of employees every time. Employees always know that a leader with integrity is justified and fair in the decisions he makes.

References

Chesbrough, H. (2012). Why companies should have open business models. MIT Sloan management review, 48(2).

Gill, R. (2011). Theory and practice of leadership. Sage.

Hallinger, P. (2003). Leading educational change: Reflections on the practice of instructional and transformational leadership. Cambridge Journal of Education, 33(3), 329-352.

Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of applied psychology, 85(5), 751.

Kennedy, K. J. (2012). Devil in the Details: The Practice of Situational Leadership. iUniverse.

Kotter, J. P. (2001). What leaders really do. Harvard Business Review, 79(11), 85-98

Mandell, B., & Pherwani, S. (2003). Relationship between emotional intelligence and transformational leadership style: A gender comparison. Journal of business and psychology, 17(3), 387-404.

Miller, D. (2001). Successful change leaders: what makes them? What do they do that is different?. Journal of Change Management, 2(4), 359-368.

Palestini, R. (2009). From Leadership Theory to Practice: A Game Plan for Success as a Leader. R&L Education.

Segal, J. (2002). Good leaders use" emotional intelligence". Emotionally intelligent leadership is a skill that can be learned and taught throughout life. Health progress (Saint Louis, Mo.), 83(3), 44.

Tucker, B. A., & Russell, R. F. (2004). The influence of the transformational leader. Journal of Leadership & Organizational Studies, 10(4), 103-111

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