LEADERSHIP MANAGEMENT PROFILE ASSIGNMENT
TRAIT THEORY
1. Three leadership threats
Trait Theory is a method to the survey of the personality of humankind. It evaluates the traits that can be identified as a formal structure of the conduct, belief and character. The three leadership traits from the Trait Theory are as follows:
- Eagerness to accept the responsibility: A good leader is always eager to take responsibilities. When I was in the eighth standard, I was made the leader of the group for a project. I, with my team, had worked hard on the project, and I even worked all night to complete it.
- Interpersonal Skills: Leader having an excellent interpersonal skill likes to interact efficiently with its group and teams (Galinha al., 2017). When I was in ninth standard, we had an interschool competition on a fun level, but my school was not prepared. I encouraged my mates to participate in the contest. Even though we did not win, we attended and had shown our participation spirit.
- Emotional Intelligence: It is the power to handle their own and other emotions to segregate amidst them. During a school fest, I was preparing for a dance. However, on the last day, I was told to work on a different song. I was frustrated and angry at that moment, and I could not think about choreographing the dance on a new song.
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2. One trait not belonging to trait theory
The one character or personality that is not present in the Trait Theory, which I posses is positivity. The positive outlook of thing and a positive attitude can help to become a good leader. A positive attitude helps to tackle any problems of life, workplace and leadership. A positive minded leader can make its team positive and lead the team in the right direction. The leader loses efficiency and productivity under a negative mindset, and the organisation suffers.
3. Effective leader
From the above analysis, I can say that I can be an effective leader, as I possess some of the characters for being an effective leader. Being accountable and responsible for all the given responsibility helps to be a successful leader (Storey, 2016). It can be productive and efficient in decision-making. Quality like Emotional intelligence can help to have better social awareness, excellent communication, struggle resolution, and so on.
SITUATIONAL, TRANSFORMATIONAL, AND SERVANT LEADERSHIP
1. Explanation of three forms
The ability to lead is an essential skill in today’s competitive world. No leaders are precisely the same and have varying leadership skills. The three types of leadership models include:
- Situational leadership: The leader can adapt to every situation he faces (Meier, 2016). The situational leader has to manage and adjust his way of guidance to fit every case he faces. The situational leader has to be flexible in his leadership.
- Transformational leadership: The leader works with the group members to recognize required changes, making a goal to lead the change by motivation and performing the changes in the team (Hoch, 2018). A transformational leader is enthusiastic and motivated to fulfil a specific purpose. They possess new ideas and ways to motivate people and are more energetic and goal-oriented.
- Servant Leadership: It is founded upon the transformational leadership. Servant leaders are related to serving the requirements and encouraging the people. A servant leader goes for authority rather than for power (Lynch al., 2018). They are concerned with helping people in every way and controlling team activities. Servant leader posses character like listening, compassion, good governance and commitment to the individual growth for its team.
2. Justification of best among three
After discussing the three approaches of leadership, I feel that Situational Leadership more effective than Transformational and Servant leadership. Transformational leaders have a strong personality, and they a goal-oriented but Situational Leaders are spontaneous. They are not one goal-oriented, but they lead in a way that is more suitable at that particular situation. Servant leaders are more inclined towards their work than individual development.
3. Reflection on own experience
I have a friend who is very introvert but good in studies, and she was not a well-communicating person. Once she was elected to be a team leader for the helping group, she then moulded herself in every situation arises. When she had to interact with new people and small children, she interacted with them very well and tried to know of them in every way possible. Thus, Situational leader can be considered more effective. She is the perfect example of situational leadership. The situational leader is the most adjustable model for every situation.
IDENTIFY A LEADER
A leader can use power in a positive way, as well as a negative way. The leader who has used force in a harmful way can be considered as Adolf Hitler of Germany. He negatively used his power to have control over the people. He received his power from a cohesive and tactical way. The hunger for power drove him to have authority in a negative way. His actions are still being widely debated across the world.
King Martin Luther can be considered as the leader who positively used his power to lead and establish a movement against racism for the successful end of segregation in the United States of America (Wong, Ramalu & Chuah, 2019). He received his power from an expert level, and He was a coach and mentor, but he won the heart of all people. He struggled so much in his time of leadership.
LEADERSHIP SCENARIOS
First scenario
After evaluating the given scenario, Telling style of leadership of Hershey and Blanchard Model can be considered most appropriate for the given situation as new employees need direction and instruction for their work (Reardon et. al., 2019). The employee is inexperienced for the given task or job. She got a passion and excitement for her assignment.
Second scenario
In the given situation, Supportive type of Path-Goal Model is most suitable. The employees are qualified and capable of their job. They are just disheartened by the development they are making (Phillips & Phillips, 2016). They need a supportive leader who will show concern for them as well as cordially encourage and direct them to work. A supportive leader will help the department to carry out the project efficiently.
Third scenario
The directive style would be most appropriate for the given situation (Phillips & Phillips, 2016). The employee is efficient in her job and has good qualities. She is not confident enough, and she does not know her ability. The Directive leader tells the employee the way of doing the project and how to schedule and manage the work.
Fourth scenario
In the given situation, the participating style of Hershey Blanchard Model would be more appropriate. The employee is capable but unwilling to do the job. The participating method can be used when the employees are qualified but not willing to do the task (Reardon et al., 2019). The employee has to be motivated to get back to work. By involving the employees in practice, the leader can get back his confidence in action.
Fifth scenario
The team members are capable and motivated, but they lack leadership. Selling style of Hershey Blanchard Model would be most appropriate as the employee has the desire to work and is qualified for the task. The selling style of leadership will convince and assist them for the job.
PERSONAL LEADERSHIP/ MANAGEMENT PROFILE
A leader is a person who leads the group of people for achieving a desirable goal. It is one of the essential features of life. Without a good leader, a group, an organization of the country will not be able to be successful in the long run. There are certain qualities that one needs to be a successful leader. These are the qualities that separate the leaders from the rest of the crowd. Qualities like emotional intelligence, responsibility acceptance, and a positive outlook can help me to be a good leader. These are some of the necessary attributes that are essential for a leader to be able to help his team in the right direction.
I prefer Behavioural theory to include for my own leadership practice. The behavioural theory of leadership believes that leaders are developed rather than born with excellent leadership quality (Gozukara, 2016). It focuses on the examination of specific behaviours of the leaders. The potentiality of the leader in the prime concern in this case rather than the varieties. The practical application of this theory on my practice can affect my performance, and I can infuse different leadership behaviour in different situations. It can help me to have the flexibility of behavioural style and select the right method as required. It will help me to find out a new way of leadership and management in a given situation.
My core value as a leader is to show better work ethics regularly. It not only helps my team to maintain a positive work environment but also promotes a healthy bond among all those involved in the project. Thus, Integrity ranked top in my core value list. Integrity means a commitment the moral principles. Without integrity, I may act out of my moral values and can make an unethical decision. This can not only impact the performance of the team but also draw in a negative reputation for the entire business as well. Ethics is essential for maintaining the status of the company. Losing its customer base due to unethical business tactics can cost a whole fortune to the organization. By working with integrity, I can set a significant standard for all the people. The leader should know its plan, action, and process to produce the real value and the culture of the team or the organization. As a leader, I have to be liable for all the actions and the decisions with all the responsibility. Also, maintaining integrity in my activities also motivates my team members to have aligned principles as well.
As a leader, I have to promote personal growth and team growth. I have to inculcate many characters to be an effective leader. I have to have an Emotional intelligence to tackle difficult situations (Galinha et al., 2017). The leader must be confident and passionate about the work. If the leader is excited about the task, then the excellent result can be made. As a leader, it is essential to have excellent decision-making capabilities. Apart from the defined goal, the leader must have the ability to take the correct decision for the team at the required period. The leader should not only be goal-oriented, but the leader must also have insight knowledge of the team and oneself to lead the people in a correct path.
REFERENCES
Galinha, S., Vala, P. G., Jardim, J., & Pereira, A. (2017). Leadership perceptions of teachers who hold positions of leadership, management and coordination. Interacções, 12(42), 32-43.
Gozukara, I. (2016). Leadership and managerial effectiveness in higher education. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), 73-82.
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44(2), 501-529.
Lynch, B. M., McCance, T., McCormack, B., & Brown, D. (2018). The development of the Person‐Centred Situational Leadership Framework: Revealing the being of person‐centredness in nursing homes. Journal of clinical nursing, 27(1-2), 427-440.
Meier, D. (2016). Situational Leadership Theory as a Foundation for a Blended Learning Framework. Journal of Education and Practice, 7(10), 25-30.
Phillips, A. S., & Phillips, C. R. (2016). Behavioral styles of path-goal theory: An exercise for developing leadership skills. Management Teaching Review, 1(3), 148-154.
Reardon, R., Fite, K., Boone, M., & Sullivan, S. (2019). Critically Reflective Leadership: Defining Successful Growth. International Journal of the Whole Child, 4(1), 20-32.
Storey, J. (2016). Changing theories of leadership and leadership development. In Leadership in Organizations (pp. 17-41). Routledge.
Wong, H. C., Ramalu, S. S., & Chuah, F. (2019). AN OVERVIEW OF LEADERSHIP AND THE EMERGING OF RELATIONAL LEADERSHIP. Journal of Human Resource and Leadership, 4(1), 32-43.