Person in Leadership - Essay Example

? I. Introduction Perhaps one of the most important if not the most important element in getting things done is leadership. Be it in an organization,community, business or government. This process of getting things done with the involvement of people has perpetually preoccupied sociologists and management scholars alike of what really are the trait and characteristic that makes a leader. One of the most classic definition given by former British Prime Minister, Winston Churchill which was held by many “leadership as the ability to influence people to set aside and support a larger idea - at least for a while . . . that effective leaders motivate people to perform above and beyond the call of duty in order to enhance group success” (Boseman, 2008). But the definition was too generalized to understand what leadership is really all about; what makes a leader, and what character trait must be learned to become an effective leader. But recent scholars however has synthesized of what really makes a good leader. The idea of being a good leader is no longer as elusive as before. While for others leadership is inherent, it can now be learned integrating the inherent intrinsic quality of an individual and developing it to be become an effective leader. II. The Poster Explained Learning leadership begins with learning the “self”; to have certainty about himself/herself to as a foundation of confidence to lead and get things done. “It is necessary for a “leader, who possesses a clear self-concept through private self-consciousness, to be more likely to possess a strong purpose-in-life. Having a strong purpose involves consistency in self-identity (i.e., self-concept clarity) (Campbell, 1990; Frankl, 1992). The “possession of a clear self-concept through private self-consciousness enables an individual to recognize the gap between what he or she is (i.e., real self) and what he or she should become (i.e., ideal self). This recognition may enable a leader to develop a strong purpose-in-life by setting goals in order to narrow the gap between the real and ideal self (Frankl, 1992; Marcus & Wurf, 1987). This clarity and lucidness of self-concept is necessary not only to get things done but also to harmonize my inner sense of self to what my peers sees in me. This “self-concept of reality is again distinct from the contents of the self-structure and is instead the level of lucidity and certitude of one's own understanding of that content- how well the leader thinks they know themselves. Campbell et al. (1996). This clear awareness of myself translates to a clearer sense of goal and purpose which will evolve to Self-Belief. Self-belief, which is the inner confidence that I will succeed and overcome any obstacle to achieve the best outcomes for service improvement. This Self-Belief attribute also will enable me to transcend myself. To be conscious how I see myself and how others sees me as well. As Abraham Maslow (1968) elaborates “He thinks that there is much more to us than what we mirror about the world around us, writing, "there is not only an orientation to the outer but also to the inner". This “mirroring as the reflections of self that a group member encounters in other group members, in the group leader, or in the group as a whole (Bion, 1961) harmonizes us within and eliminates discord beginning from perception of how I look myself through my peers. This type of mirroring can include the psychological mechanisms of denial, splitting, projection, introjection, indentification and projective and introjective indentification (Pisani, Colangeli, Giordani, & Popolla, 2006). On the other side of the mirror(s) lies the possibility of self-knowledge and true relationship. When group members can recognize and own their projections, when they can work with them carefully and honestly in group, when they can bear the reflection(s) of their full identities, they can know more about themselves. Such, this sensitivity towards myself and others comes to mind the idea of myself likening to a dynamo whom the industries rely as a source of energy and power. Ever sure of itself that it will not fail and will constantly keep all entities dependent on it running. It is reliable because it is aware that everybody around it relies on it. It is an untiring energy source just like me and is capable of working beyond what is required when necessary. The dynamo is also a product of ingenuity, and a best representative of teamwork, being a sum of many parts working together to produce an energy which moves industries. I work best with team and get along with others well such is why I choose the dynamo as the poster of my leadership attribute as a manager and leader. I also especially like the dynamo because I too, would like to be an energy source and an inspiration that moves an industry and able to transform people in my organization to the best they can be. III. Self-Awareness as an Emotional Intelligence in Relation to A Democratic Trait of A Leader I am inclined to believe that this sensitivity about myself and others as manifested of me being critical of how I am seen by my peers is an aptitude that is a foundation of a participatory or a democratic leader. I work hard not only to get things done but also to get along with others because I am aware that both are necessary for the cohesion of our organization and increased productivity. I strive to be “aware” of myself because I know that for me to harmonize with others, I have to “settle” myself first thus eliminating discord and disharmony from within. This trait is also a leadership aptitude which has been recently labelled as emotional intelligence. “In a continued attempt to understand the differences in abilities and competences among people, researches have begun to focus on theories of intelligence other than the traditional, ability based general intelligence. Beginning under the label of social intelligence, Thorndike (1920) proposed that other types of abilities existed and needed to be differentiated from general intelligence. His main focus was to suggest that the understanding and perception of our own feelings as well as those of others was a distinguishable difference to that of general intelligence”. Gardner (1983), expanding on the concepts presented in early intelligence work as well as social intelligence theory, developed a theory of multiple intelligences. ...one of the seven areas of intelligence discussed in multiple intelligence theory, personal intelligence, corresponds to earlier theories such as social intelligence. Two domains or divisions exist within the theory of personal intelligence. Intrapersonal knowledge or intelligence describes the ability to access and express personal inner emotions while interpersonal intelligence focuses on a person's ability to recognize and process emotion in others. By separating intelligence into intrapersonal and interpersonal intelligence, Gardner's theory of personal intelligence provided a context from which emotional intelligence as a conceptualization would later be developed. From this definition, the theory of emotional intelligence was suggested to involve three process, appraisal and expression of emotion, regulation of emotion, and utilization of emotion as intelligence (Salovey & Mayer, 1990). Such that this emotional intelligence provided me with the competencies such as self-awareness, self-regulation, personal motivation, empathy and strong social skills that enable me to be democratic leader. A leader that involves and commits others not only in achieving a desired result but also the process of achieving it. Lawler (2001: 16-17) argued that democracy is inevitable, even in the workplace . . . Hierarchial organizations are simple too inflexible and rigid to compete effectively in today's business environment. They fail to attract the right human capital and to produce the right core competencies and organizational capabilities. As a result, they need to be replaced by lateral forms of organization that rely heavily on teams, information technology, networks, shared leadership, and involved employees . . . [These new organizational forms] will have flat, agile structures, open information, power that moves to expertise, and system that create knowledge and employees throughout the organization. Such, in practicing democratic leadership it “functions as a means of engendering compliance with dominant goals and values and harnessing staff commitment, ideas, expertise and experience to realizing these (Woods, 2004). I may have certain opinion on certain things and decisions but I am also well aware that each person being different from the other, my peers and subordinates will naturally have different opinion from me. This however, will not hamper us in arriving at a common consensus and vision for as long as there is a democratic atmosphere where everybody is free to share his/her idea and disagree. Democratic leadership is not only useful for resolving issues but also in soliciting good ideas on how to better the organization. Democratic process is also important to forge teamwork in any organization. In leading and managing people, I make sure that there will be free flow of ideas among my peers and subordinates. I make sure that their ideas will be unhampered with fear and repression so that they can contribute the best of themselves. I prefer a democratic process in dealing and decision making because our differences will make us see perspectives that may be unknown to us before. And as such, better approach and solution to certain issues may crystallize after the free flow of ideas. Ultimately, this democratic process will not only encourage the production of better ideas but will also make us cohesive as a team. Where communication process is open, with peers and subordinates are confident to share their ideas without the fear of retaliation and repression. For when we commit ourselves as a team and organization to a common goal, such goal will easily be achieved and surpassed. This has to be understood because “ understanding and cooperation of superiors, peers, and subordinates, it takes time to build these relationships” (Kayser, 1973). IV. Conclusion.  To effectively lead and manage others, I must lead and manage my “Self” first. To direct others, it is imperative that I must have a clear control of my faculties. An effective leader must first have a lucid concept of the self, being self-aware of one’s self. I must be conscious that this concept of awareness of my self is consistent on how my peers from without sees me (looking glass). The harmony must first come from within, with perspectives of the “Selves” reconciling of what is self-perceived and what is actually perceived by peers. Having a strong sense and certainty of the self will provide me the faith or the belief to believe in myself that I can overcome any challenge that may come my way. This certainty or self-belief, or self-confidence as others may put, will exude and will eventually rub to others to inspire and motivate, that leading will come naturally. But it is not enough to awe-inspire others to lead, for commitment is more binding than inspired. Such, I practice a democratic type of leadership to engage my peers not only on our common goal but commit them as well in the process of determining it. Thereby they can claim ownership to that shared vision making them more engaged in attaining it. The process is equally important, for I believe that when I involve others in a democratic way, it enhances team work which would galvanize our organization. In the future, when my knowledge and skills as a Leader and Manager are already honed and well-developed, I would like to evolve myself to a transformational leader. A leader whose vision touches other people that will inspire them to be the best they can be. I am aware that this type of leadership construct is not easy to achieve as this is the ultimate type of leadership. This is the type where a leader is not just a manager, “but a source of inspiration that develops other leaders in an organization” (Judge and Piccolo, 2004). Where motivation among its peers and subordinates comes naturally for they demand more of themselves which will result in higher productivity output and ensures the long-term viability of an organization. This is the type of leader and manager who need not encourage nor solicit any idea for it is given naturally among its peers. It does not coerce differences but thrives in the diversity of ideas and opinion. I believe that my current skill set as a leader and manager will eventually evolve to a transformational leader. For I am aware of of myself; of how I perceive myself compared to others. I am also sensitive to others realizing that it is not just the intellectual aptitude that matters to achieve a certain result but also the emotional aspect as well (emotional intelligence. While I have a belief in myself, I am democratic in the process of decision making knowing that the process will galvanize cohesion which will lead to teamwork and increased productivity. REFERENCES: Bion, W. (1961). Experiences in groups and other papers. London: Tavistock Effective Leadership in a Changing World.Full Text AvailableBy: Boseman, Glenn. Journal of Financial Service Professionals, May2008, Vol. 62 Issue 3, p36 Campbell, J.D. Trapnell, P.D., Heine, S.J., Katz, I.M., Lavallee, L.F., & Lehman, D.R.(1996). Self-concept clarity: Measurement, personality correlates, adn cultural boundaries. Journal of Personality and Social Psychology. 70 Campbell, J. D. (1990). Self-esteem and clarity of the self-concept. Journal of Personality and Social Psychology, 59. Frank, V.E. (1992). Man's search for meaning: An introduction to logotherapy. (Fourth edition). Boston, MA: Beacon Press. Gardner, H. (1983). Frames of the mind. New York: Basic Books. Joseph, Dana L.; Newman, Daniel A.; Journal of Applied Psychology, Vol 95(1), Jan, 2010. pp. 54-78. [Journal Article]Emotional intelligence: An integrative meta-analysis and cascading model Gormley L; Journal for Specialists in Group Work, 2008 Sep; 33 (3): 207-20 (journal article) ISSN: 0193-3922. Kayser, Thomas A.; Melcher, Arlyn J.. Human Resource Management, Winter73, Vol. 12 Issue 4, p24 Lawler, E.E. (2001) The Era of Human Capital Has Finally Arrived. In W. Bennis, G.M. Spreitzer and T.G. Cummings (eds), The Future of Leadership (San Francisco: Jossey-Bass) Maslow, A. H. (1968). Toward a psychology of being (3rd ed.). New York: John Wiley & Sons Pisani, R, A., Colangeli, G., Giordani, A., & Popolla, P. (2006) the median group: Training and Supervision, Group Analysis, 39 Thorndike, E.L. (1920). Intelligence and its uses. Harper's Magazine, 140 Salovey, P., Mayer, J.D.(1990). Emotional intelligence. Imagination, Cognition, and Personality, 9 Woods, Philip A. Democratic leadership: drawing distinctions with distributed leadership.. International Journal of Leadership in Education, Jan-Mar2004, Vol. 7 Issue 1, p3-26, 24p, 1 Chart; DOI: 10.1080/1360312032000154522 Read More