COMPONENT 1A Introduction (200words) LEARDERSIP BEHAVOUR Context of my leadership—working/social environment Two leadership approaches that I exhibit: Situational Leadership (Hersey et al., 1996); Action-Centred Leadership (Adair, 1979) Introduction. Leadership can be described as behaviour that is associated with authority…
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Behaviour as exhibited by all leaders does reflect or does not reflect their personalities. As an individual, I display Situational Leadership (Hersey et al. 1996) and Action-Centered Leadership (Adair 1979) in addition; I am an introvert though my work environment has really changed the way I relate with colleagues. Heifetz (1994), said “different situation called for different characteristics” (Heifetz 1994 pp.16). What a leader should do is dependant on the situation. In addition, the Fiedler contingency model is based on leadership effectiveness that relies on situational control (Hemphill 1949). As a leader, I aim to develop good relationship with colleagues in order to accomplish a task. In action-centered leadership, team leadership is vital and deployed to deal with action-oriented tasks. In this case, small groups are deployed into the field to achieve reactive tasks. The groups are created to deal with a situation and the leaders within the group will be required to negotiate the needs of group members and carry out tasks in a flexible environment Focus 1: Working with/through change (210 words) What I like most as an individual is embracing change. As a leader I have learnt to take risks by critically assessing the opportunities that exist or those that I can create, and then convert them into an advantage. As an introvert, I spent most of my leisure time away from people and this gives me time to reflect and plan. To improve quality the focus is on pre-empting hidden risks associated with the organization and working them out. Sy, Cote, Saavedra, (2005) said that leaders transmit their moods to other group members through the mechanism of emotional contagion (Sy, Cote, Saavedra, 2005 pp. 295–305). Mood contagion may be one of the psychological mechanisms by which charismatic leaders influence followers (Bono J.E. & Ilies R. 2006). Inability to be influential is a disadvantage yet a leader must transfer correct moods to the group in order to achieve a task. I am not charismatic neither am I influential, to overcome my weaknesses, I believe in delegating duties and getting the whole organization, involved in planning and execution of the plan. Honestly, sustaining my own morale is challenging. To sustain morale of others, it is important to make them understand your good intention and appreciate your effort. Focus 2: Providing leadership to colleagues (210 words) I am a workaholic and find it difficult to balance between needs of public work and family or even friends. At work, one of my driving forces is perfection and an eye for detail. I do understand that family must come first and that there is need to give family emotional and material support. To achieve a balance, I hardly carry workplace assignments home though sometimes you have to make calls related to undone assignments, write mails or respond to the same. According to Hoyle (1995) Leaders are recognized by their capacity for caring for others, clear communication, and a commitment to persist (Hoyle 1995). I influence colleagues at work by sharing personal experiences, challenges and listening to them. Humour is a tool I use to mobilize and cheer up especially in moments of doute or work related stress. I also share new knowledge with them. In addition to being considerate, am good at setting performance standards. According to Miltenberger (2004) Positive reinforcement occurs when a positive stimulus is
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