Leadership Definition

Setting and achieving challenging yet realistic goals, taking decisive and swift actions, and inspiring others to achieve optimal performance are all aspects of leadership. Establishing a clear organizational vision, sharing the vision with followers to encourage them to willingly follow the vision, and providing the necessary knowledge, information, and methods for achieving the es Furthermore, successful leadership entails managing and integrating the competing needs of all partners and representatives of a company. My conception of leadership has been influenced by several scholars' conceptions of the idea of leadership; for instance, Mendenhall (2012) defines leadership as the ability and the preparedness to inspire others with the aim of achieving common goals.

Further, Bertocci (2009), who distinguishes between managers and leaders has influenced my definition, where he defines the concept of leadership as the ability to effectively guide the direction of an organization by equipping workers with the relevant knowledge and skills regarding how to perform their duties efficiently, supervising workers, and setting a positive example for the workers, which they follow in achieving the overall organizational goals. Additionally, my definition of leadership has been influenced by the roles of an effective leader as provided by (Winston & Patterson, 2006). Winston and Patterson (2006) argue that an effective leader establishes a clear organizational vision, shares the vision with the key organizational members, including workers, and provides the necessary resources to achieve the vision. Leaders, therefore, achieve efficiency by setting realistic and achievable goals and motivating their followers towards achieving the goals by providing the relevant resources.



Leadership Theories



The major theories that have influenced my thinking on leaders and leadership include the transformational leadership theory, transactional leadership theory, and the trait theory. The trait leadership theory is a classical theory of leadership and it is based on the argument that leaders are born, disputing the common belief that leaders are made. According to McCleskey (2014), the trait theory, leaders comprise of individuals that are born with certain characteristics that are comparable across all the great leaders. The theory postulated that the characteristics that define good leaders include creativity, intelligence, as well as a sense of responsibility. Moreover, the theory defines effective leaders as individuals who possess excellent communication capabilities, and they are know their goals, why they seek to achieve the goals, and the manner in which to communicate their objectives effectively to gain the support and cooperation of their followers.

Additionally, the theory identifies leaders as individuals who possess the capability to achieve their set goals. Although the majority of the leaders that have been considered as great across the world, such as Nelson Mandel, Martin Luther King, Mao Zedong, and Margaret Thatcher among others share such characteristics as intelligence and a sense of responsibility among others, they also demonstrate their varying qualities (Antonakis & House, 2014). Hence, the trait theory has been criticized on the basis that leaders can also be made through the relevant education and experience. However, the theory is largely applicable in explaining the concept of leadership since several authors have identified that individuals with certain innate characteristics such as high intelligence levels make better leaders compared to individuals with lower levels of intelligence.

The transactional theory of leadership, on the other hand, involves leaders offering rewards to their followers in exchange for the desired outcomes. The transactional theory of leadership is characterized by contingent rewards and management by exception-active or exception-passive (Hamstra, Van Yperen, Wisse & Sassenberg, 2014). Regarding contingent rewards, behaviour under transactional leadership revolves around the clarification of expectation and the exchange of promises. Management by exception-active refers to the aspect of leaders observing the behaviour of their followers and correcting the followers’ behaviour whenever they deviate from the expectations. On the other hand, Management by exception-passive in transactional leadership involves a situation where leaders choose not to interfere with their followers’ behaviour until a problem is serious or until they are informed of a problem.

The transactional leadership theory is based on the premise that people constantly seek to maximize pleasurable experiences while minimizing the unpleasing experiences. Hence, followers strive to achieve the desirable outcomes so that they can gain the positive reward. Transactional leaders, therefore, achieve efficiency by ensuring that that they achieve a motivational value by establishing approaches for aligning to sufficiently punish or reward followers for performing the tasks assigned to them. For transactional leadership to work effectively, the organizational and individual goals must be synchronized so that the followers effectively understand what is expected of them and the consequences of failing to meet the expectations.

Moreover, the transformational leadership theory is characterized by inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration. Inspirational motivation involves leaders creating an attractive vision of the future and challenging their followers’ high expectations and standards by providing the followers with optimism, encouragement, and the purpose of what is to be achieved (Nahavandi, 2016). Idealized influence, on the other hand, involves leaders acting as the ideal role models for their followers by emphasizing on the importance of personal values, displaying conviction, and linking their values with the ethical consequences of their decisions as well as the organizational goals. Further, intellectual stimulation involves leaders questioning the traditional assumptions and stimulating innovative approaches to performing tasks as well as stimulating new perspectives regarding the traditional assumptions. The last element, individualized consideration, relates to leaders providing a supportive working environment and carefully listening to the needs of the followers. Individualized consideration also includes teaching, advising, and coaching followers to enhance follower development.

Transformational leadership is a process by which an individual interacts with the others and creates a solid relationship, which results in a high degree of trust, further leading to an increase in both extrinsic and intrinsic motivation in the leaders and the followers. The transformational leadership theory is based on the premise that leaders change their followers through their charismatic personalities and inspiring nature (Hamstra, Van Yperen, Wisse & Sassenberg, 2014). Hence, transformational leadership advocates for flexible rules and regulations that are guided by the norms of the group; such attributes, therefore, provide followers with a sense of belonging since they can easily identify with their purpose as well as with their leader.

Leadership Style

Several characteristics are used to describe effective leaders, including the ability to gain trust and respect from others, integrity, team players, responsive to group needs, conducting periodical self-assessment, and a clear understanding of an organization and its needs (Batool, 2013). To analyze my style and strengths as a leader, I will utilize the Leadership Trait Questionnaire (LTQ), the skills inventory, and the Leadership Behavior Questionnaire from Northouse (2016).

Leadership Trait Questionnaire (LTQ)

The questionnaire is used to measure the personal leadership characteristics and identifying areas where an individual may possess special strengths or weaknesses. LTQ is used to quantify the perceptions of a leader as well as the selected observers, who may include peers or subordinates.

Leadership Trait Questionnaire (LTQ) from Northouse (2017)

Key: 1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly agree

1. Articulate: Communicates effectively with others 1 2 3 4 5- 5

2. Perceptive: Is discerning and insightful 1 2 3 4 5 -4

3. Self-confident: Believes in himself/herself and his/her ability 1 2 3 4 5 -4

4. Self-assured: Is secure with self, free of doubts 1 2 3 4 5 -4

5. Persistent: Stays fixed on the goals, despite interference 1 2 3 4 5 -5

6. Determined: Takes a firm stand, acts with certainty 1 2 3 4 5 - 4

7. Trustworthy: Is authentic and inspires confidence 1 2 3 4 5 -5

8. Dependable: Is consistent and reliable 1 2 3 4 5 -4

9. Friendly: Shows kindness and warmth 1 2 3 4 5 -4

10. Outgoing: Talks freely, gets along well with others 1 2 3 4 5-4

11. Conscientious: Is thorough, organized, and controlled 1 2 3 4 5 -4

12. Diligent: Is persistent, hardworking 1 2 3 4 5 - 5

13. Sensitive: Shows tolerance, is tactful and sympathetic 1 2 3 4 5 -4

14. Empathic: Understands others, identifies with others 1 2 3 4 5-5

Skills Inventory

The Three-Skill Approach assesses leadership through a skills inventory that comprises of the conceptual, human, and technical skills. Technical skills refer to the proficiency and knowledge that one possesses pertaining to a particular type of activity of work. Technical skills may include the ability to utilize the appropriate techniques and tools effectively, specialization in a particular field, and analytical skills among others. On the other hand, conceptual skills refer to the ability to effectively work with concepts and ideas. Further, human skills refer to the knowledge and the ability to work with people. Human skills are also referred to as people skills, and they help leaders to work effectively with their followers, peers, and subordinates to achieve organizational goals. The skills are distinct from the traits, whereby traits refers to the leaders’ innate characteristics while skills define what leaders are capable to achieve. The approach is used to demonstrate that leaders can be trained to develop leadership skills and leadership skills can be acquired.

Skills Inventory from Northouse (2017)

Key: 1 = Not true 2 = Seldom true 3 = Occasionally true 4 = Somewhat true 5 = Very true

1. I enjoy getting into the details of how things work. 1 2 3 4 5 -5

2. As a rule, adapting ideas to people’s needs is easy for me. 1 2 3 4 5 -5

3. I enjoy working with abstract ideas. 1 2 3 4 5 -5

4. Technical things fascinate me. 1 2 3 4 5 -4

5. Being able to understand others is the most important part of my work. 1 2 3 4 5- 5

6. Seeing the big picture comes easy for me. 1 2 3 4 5 -5

7. One of my skills is being good at making things work. 1 2 3 4 5 -5

8. My main concern is to have a supportive communication climate. 1 2 3 4 5 -5

9. I am intrigued by complex organizational problems. 1 2 3 4 5 -5

10. Following directions and filling out forms comes easily for me. 1 2 3 4 5 -4

11. Understanding the social fabric of the organization is important to me. 1 2 3 4 5 -5

12. I would enjoy working out strategies for my organization’s growth. 1 2 3 4 5 -5

13. I am good at completing the things I’ve been assigned to do. 1 2 3 4 5 -5

14. Getting all parties to work together is a challenge I enjoy. 1 2 3 4 5 -5

15. Creating a mission statement is rewarding work. 1 2 3 4 5 -5

16. I understand how to do the basic things required of me. 1 2 3 4 5 -5

17. I am concerned with how my decisions affect the lives of others. 1 2 3 4 5 -5

18. Thinking about organizational values and philosophy appeals to me. 1 2 3 4 5-5

Technical score (sum of the responses on items 1, 4, 7, 10, 13, and 16) = 28

Human skill score (sum of the responses on items2, 5, 8, 11, 14, and 17) = 25

Conceptual skill score (sum of the responses on items3, 6, 9, 12, 15, and 18) = 30

Interpretation

23–30 High Range

14–22 Moderate Range

6–13 Low Range

Leadership Behavior Questionnaire

The behavioral approach assesses leadership strengths through the Leadership Behavior Questionnaire. The behavioral approach of assessing leadership strengths emphasizes on the leader’s behavior, unlike the skills approach, which emphasizes on the capabilities of a leader or the traits approach that emphasizes on the leader’s personality characteristics. The approach presents a Leadership Grid, which comprises of five key leadership styles, including authority compliance, impoverished management, country-club management, team management, and middle-of-the-road management. The questionnaire is designed to measure two key leadership behaviors, including relationship and task.

Leadership Behavior Questionnaire from Northouse (2017)

Key: 1 = Never 2 = Seldom 3 = Occasionally 4 = Often 5 = Always

1. Tells group members what they are supposed to do. 1 2 3 4 5- 4

2. Acts friendly with members of the group. 1 2 3 4 5 - 5

3. Sets standards of performance for group members. 1 2 3 4 5 -5

4. Helps others in the group feel comfortable. 1 2 3 4 5 - 5

5. Makes suggestions about how to solve problems. 1 2 3 4 5 -5

6. Responds favorably to suggestions made by others. 1 2 3 4 5 -5

7. Makes his or her perspective clear to others. 1 2 3 4 5 - 5

8. Treats others fairly. 1 2 3 4 5 - 5

9. Develops a plan of action for the group. 1 2 3 4 5 - 5

10. Behaves in a predictable manner toward group members. 1 2 3 4 5 -5

11. Defines role responsibilities for each group member. 1 2 3 4 5 - 5

12. Communicates actively with group members. 1 2 3 4 5 - 5

13. Clarifies his or her own role within the group. 1 2 3 4 5 - 5

14. Shows concern for the well-being of others. 1 2 3 4 5 - 5

15. Provides a plan for how the work is to be done. 1 2 3 4 5 - 5

16. Shows flexibility in making decisions. 1 2 3 4 5 - 5

17. Provides criteria for what is expected of the group. 1 2 3 4 5 - 5

18. Discloses thoughts and feelings to group members. 1 2 3 4 5 - 5

19. Encourages group members to do high-quality work. 1 2 3 4 5 - 5

20. Helps group members get along with each other. 1 2 3 4 5 - 5

Scoring

TASK SCORE (odd numbered items) =39

RELATIONSHIP SCORE (even numbered items) = 35

Interpretation

45–50 Very high range

40–44 High range

35–39 Moderately high range

30–34 Moderately low range

25–29 Low range

10–24 Very low range

From the above analysis, I am an effective leader since the assessment demonstrates my relationship score and task score as moderately high range, while my human, technical, and conceptual skills are high range. Further, I demonstrate effective human skills, which include empathy, dependability, confidence, diligence, determination, and effective communication skills. My qualities and traits match with the majority of the qualities and characteristics that define effective leaders, including integrity and responsiveness to group needs among others (Batool, 2013).

Followership

Followership is used to describe the flipside of leadership, and it is defined as the ability to effectively take direction, work well in a team, and deliver the expected outcomes. Followership and leadership are interrelated, indicating that followership is as important to performance as leadership. Effective followership is characterized by a number of factors, including work ethic, judgement, competence, loyalty, ego management, honesty, courage, and discretion (Malakyan, 2014). With regard to judgement, effective followers are required to take direction, but they have a role to only take directions that are proper and ethical. Work ethic in followership, on the other hand, involves followers being good workers who pay attention to detail, committed to their work, diligent, and motivated. Additionally, effective followers are competent in performing their tasks, honest with their leaders, demonstrate loyalty to their organization, and they effectively manage their ego, which makes them good team players (Malakyan, 2014). Some of the approaches that I can utilize to enhance effectiveness in my followership as well as encourage it in others include exhibiting a clear understanding of my responsibilities, demonstrating enthusiasm at the workplace, seeking to serve, demonstrating emotional awareness, embracing long-life learning, and setting the example in achieving organizational goals.

Reflective Analysis

The three key lessons that I have learned from the course include; the qualities of leadership can be acquired through training; there is no such thing as the best leadership style, rather, effective leaders should be flexible to apply different leadership styles for different situations and environments; and followership is as crucial as leadership in ensuring organizational success. The first lesson, leadership can be developed through training, responds to the trait theory, which argues that leaders are born rather than made. Although there are comparable innate characteristics that are displayed by individuals who are regarded as the best leaders, the leaders also demonstrate distinct characteristics, which negate the idea that all the effective leaders have similar qualities. Based on the skills approach of assessing effective leaders, individuals can build on their people, technical, and conceptual skills through pursuing courses for the same, attending leadership training workshops, and acquiring the relevant leadership experience by taking leadership positions in organizations. Possessing effective people, conceptual, and technical skills is a crucial aspect in achieving effective leadership skills.

The second lesson, regarding the best leadership style to apply, I have learned that different situations call for different leadership styles, and for leaders to be effective in performing their tasks, they must be able to assess different situations and determine the most effective style to apply. For instance, the laissez-faire style of leadership is not effective in leading new employees since they lack the required experience at their job, and in most cases, they lack sufficient understanding of what their job entails. In such a situation, an authoritarian approach to leadership would be more effective since it involves the strict following of orders; which would eventually help new employees to master their responsibilities at the workplace (Hamstra, Van Yperen, Wisse & Sassenberg, 2014). On the other hand, transformational leadership would be more effective in leading employees who are well experienced at their work, since it involves motivating followers to achieve higher goals. In such a situation an authoritarian leadership may cause low productivity, since strict following of rules may become boring to the employees and eventually lead to low production.

Finally, I have learned that followership is crucial to the success of an organization since it requires the cooperation, loyalty, dedication, and the effective work ethic of the followers for leaders to achieve organizational goals effectively. Hence, the concepts of leadership and followership cannot be separated since they influence each other in achieving organizational performance. Although the three lessons have played a crucial role in changing my thinking towards leadership, the aspect of developing effective leadership qualities by acquiring the required technical, human, and conceptual skills has been of the most value to me. The aspect of enhancing leadership effectiveness through education and training has changed my behavior towards enhancing my leadership practice, in that I now focus more on embracing life-long education in leadership to ensure that I am well equipped with the emerging leadership concepts as well as to gain knowledge on the changing trends in my area of specialization, since effective leadership comprises of proficiency in the technical, conceptual, and human skills in one’s area of specialization.

Therefore, the two specific actions that I will take to enhance my efficiency in leadership include improving my communication skills through training and striving to serve as a role model in my organization. Improving communication skills through training is crucial in enhancing my human or people skills. Organizations are made up of people, which implies that become an effective leaders requires one to demonstrate excellent people skills, which include effective communication skills as well as excellent conflict management strategies among others. Further, to achieve efficiency in serving as a role model, it is crucial to develop effective transformational leadership skills, which include effectively motivating people by working with them to achieve goals that may be otherwise considered unachievable (Hamstra, Van Yperen, Wisse & Sassenberg, 2014). Hence, to enhance my transformational leadership skills, I will engage in workshops and volunteer programs that will help in building my leadership skills.







References

Antonakis, J., & House, R. J. (2014). Instrumental leadership: Measurement and extension of transformational–transactional leadership theory. The Leadership Quarterly, 25(4), 746-771.

Batool, B. F. (2013). Emotional intelligence and effective leadership. Journal of Business Studies Quarterly, 4(3), 84.

Bertocci, D. I. (2009). Leadership in organizations: There is a difference between leaders and managers. University Press of America.

Hamstra, M. R., Van Yperen, N. W., Wisse, B., & Sassenberg, K. (2014). Transformational and transactional leadership and followers’ achievement goals. Journal of Business and Psychology, 29(3), 413-425.

Malakyan, P. G. (2014). Followership in leadership studies: A case of leader–follower trade approach. Journal of Leadership Studies, 7(4), 6-22.

McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.

Mendenhall, M. E. (Ed.). (2012). Global leadership: Research, practice, and development. Routledge.

Nahavandi, A. (2016). The Art and Science of Leadership -Global Edition. Pearson.

Northouse, P. G. (2017). Introduction to leadership: Concepts and practice. Sage Publications.

Winston, B. E., & Patterson, K. (2006). An integrative definition of leadership. International journal of leadership studies, 1(2), 6-66.