Sarina Ruso Leaderships - Essay Example

Sarina Russo By Sarina Ruso We are living in humanitywhere leaders are expected to build a superior impression on individuals and more importantly make superior strategies in the management decisions. Leadership commands an increasing share of entrepreneurial related research. The question of whether most entrepreneurs are born or made will forever remain debatable as long as people are in business. Individuals who are found to lead organizations successfully have an attitude about a particular set of aptitude and skills. Recently, the concept of leadership has become very critical in this modern world. This paper will discuss Sarina Ruso leaderships by pinpointing what attributes makes her an effective leader. There are various definition of leadership and considerations of a leader. Each definition may vary depending on a situation or individual understanding. For instance, an individual may be considered a leader because he or she is elected to be a president of a certain organization. Leadership is the process of social in which an individual can enrol the aid and hold up others in the achievement of a common task. Leadership can also be referred to as a way of guiding groups, individuals, and the entire organization in the establishment of goals as well as sustaining actions to support organization goals. On the other hand, a leader is somebody who guides and directs other people or groups. According to Sarina, leaders are the product of their environment (Sadler, 2003, p. 56). Nature plays some detrimental role in their development. What makes Sarina an effective business leader? To become an effective leader one does not need to be a CEO, an elected official, an effective leader is somebody whom other individuals repeatedly want to follow for new ideas and new trends. A visualized title can make that temporarily happen, but a real leader will instigate unswerving loyalty throughout. Various individual characteristics are used to determine the effectiveness of the leaderships including confidence, expertise, and decisiveness among others. Nevertheless, in a business environment effective leadership is more than just being confident, decisive, among others. Other than having effective leadership characteristics in explaining the various elements that make Sarina Russo an effective business leader, there will be an analysis of leadership theories, leadership styles as well as useful leadership elements (Sadler, 2003, p. 67). Leadership theories that are used by Sarina Russo that make her an effective leader For years, leadership has been confused with management. Whereas a leader’s ultimate, role is to influence followers based on various factors other than their formal position or authority, the ultimate roles of a manager is to plan, organize, staff, direct and to control. There are various leadership theories that try to explain the effectiveness of a leader. In the understanding of the leadership theory that suits to the leadership of Sarina Russo, there will be an analysis of some of the most commonly used approaches. Trait theory is considered to one of the earliest theory. This theory presumes that the leader is different the average individual in terms of personality qualities such as perseverance, ambition as well as intelligence. Essentially, this theory is based on assumptions. Additionally, the theory assumes that people are born with inherited traits, as some characteristics are particularly suited to leadership. Early research on leadership was bases on the psychological focus of the day. There was an underlying assumption that if people are found with leadership traits they could also have been great leaders (Bolden, et al., 2003, p. 34). On the other behavioural theory is based on the assumption that other than being born, leaders can be made. According to the behavioural theory, successful leadership is based on learnable and definable behaviour. Behavioural theories do not seek out inborn traits; they seek out the potential of the leaders. In other words, behavioural theory finds what a leader can do. The behavioural theory posits that two types of behaviours that are demonstrated by leaders are concern for people and concern for production. A greater part of leaders fails to exhibit both such. In most cases, the concern for production is inversely proportional to concern for people (Mind Tools, 2015). Participative leadership assumes that the only way to improve understanding between individuals who are involved in decision-making is to involve them. The theory argues that people become more committed in actions if they are entirely involved in the decision. Primarily, people tend to be more collaborative and less and less competitive when they are working on mutual goals. The participative theory also assumes that, when individual makes decisions together, people tend to have a greater commitment to one another. As a result, the decision made is effective for the entire organization or group. Rather than taking autocratic decisions, in participative leadership, leaders involve other followers in the process. For instance, participative leaders may decide to involve subordinates, superiors, peers among other stakeholders (Cherry, 2015). Sarina Russo can be considered as a participative leader. According to (Russo 2002, p 145), Sarina points that she works as member of a team where she heavily rely on her managers’ decision in making decisions and doing the work. On the other hand, situational leadership theories focus more on the behaviours that are supposed to be adopted by leaders given some situational factors. The theory suggests that the workgroup or organization determine the extent at which the behaviours of leaders will be effective. In most cases, the situational theory is entirely dependent on the range of the situation. The theory argues that leaders are required to reduce barriers to which may hinder the attainment of subordinates goals. Sarina situational leadership role can be seen where she planning to expand her portfolio as a means to give her company leverage against her business (Russo 2002, p 153). Early theories focused on the various qualities that distinguished between followers and leaders while subsequent theories examine the distinct variables that can be used to transform a situation such as skill levels, situational factors among others. The leadership theory of Sarina Russo efficiently fit in the behavioural theory. Despite the fact that she sets very high expectations for her staffs, she deeply values her staffs (Russo, 2002, p.122). In more than one situation, Sarina is seen to have a good relationship with her staff. Leadership styles that are used by Sarina Russo that makes her an effective leader Leadership styles are leader’s way of implementing plans, providing plans as well as motivating individuals or groups. Researchers argue that leadership is less about your needs and more about the needs of others or the organization that the leader is leading. A leadership style is not something that is tried on to find out which styles fit best. Leadership styles are adapted depending on the particular requirements of the individuals in question, particular challenges facing a group or organization or a particular demand of the situation. In understanding the style of leadership that is used by Sarina Russo, it is important to analyse the various styles of leadership. Leaders in the business field can exhibit various leadership styles. The implementation of these Leadership styles depends on organization need or the situation in hand. These leadership styles include Authoritarian leadership style, Paternalistic leadership style, Laissez-faire, Transactional, and Transformational among others. A leader who uses an authoritarian leadership style is also known as an autocratic leader. An autocratic leader keeps strict control over his or her followers by observing the close regulation of procedures and policies given to his or her followers. To keep the main prominence on the distinction of an autocratic leader and their followers, autocratic leaders make sure that they create a discrete professional relationship. An autocratic leader believes that the key to maintaining a successful organization is direct supervision. One of the greatest fears of an autocratic leader is fear of followers being unproductive. Therefore, Authoritarian leaders ensure that there is close supervision so that every follower can be productive. Essentially an authoritarian leader follows the vision of individuals who are control. In other words, an autocratic leader focuses on efficiency (DuBrin, 2012, p. 345). Although Sarina Russo has some qualities which can make being regarded as an autocratic leader she does not entirely fit this leadership style. There is more than one scenario where Sarina Russo acts an authoritarian leader including; setting up extremely high expectations for her staffs and specifically her managers. She is also seen to expect high commitment from her managers and other subordinates. A paternalistic leader acts as a father figure to the followers. Very few organizations implement this style of leaders, as the leader is required to provide absolute concern for his or her followers. In return, a paternalistic leader expects to receive loyalty and trust from his followers. Under this style of leadership, workers are expected to be totally committed to what the leader wants them to be or what their leader believes. Additionally, the relationship between followers and leaders who implement this style of leadership is exceptionally robust. For instance, if this leadership style is practiced in a business environment, workers are expected to work even for long hours without complaining or demanding compensation. In most cases, the relationship extends even outside the working environment. Sarina does not portray any quality of a paternalistic leader. Barely is she seen to have a tight relationship with her to staff in such a way that the relationship can be considered as a “mother figure”. Nevertheless, she is seen to value good relationship with her staff. According to (Russo, 2002, p. 128) she mentions that when she was in Harvard, she learnt to appreciate her staff. On the other hand, a democratic leadership style consists of a leader who is responsible for sharing the role of decision making with the followers. A democratic leader promotes the interests of the followers by way of promoting social equality. Essentially, this leadership style encompasses debate, discussions, sharing of ideas as well as encouraging individuals or participants to feel good about their participation. In essence, democratic leadership style incorporates the impression that by virtue of their human status, everyone should participate in the decision-making process. Nevertheless, democratic leadership style still required control and guidance from a leader. The ultimate role in democratic leadership style is to make decisions on who should be given the right to partake in a discussion, make and choose on various decisions. Sarina is clearly a democratic leader, as a democratic leader, she is very close with her team members. According to (Russo, 2002, p.125) Sarina has a strong commitment to what she does and in most cases Sarina is seen to get consultation from her managers before she get do decide on critical issues relating to her businesses. A Leissez-faire leadership style is practiced where the power and rights to make decisions is entirely given to a worker. This leadership style is sometimes known as “hands off” leadership style since this style is practiced by delegating tasks to their employees while providing little or no guidance to their workers or followers. In a situation where the leader may be required to withdraw from the followers, there is high chance that productivity will decrease as well as lowering the cohesiveness of the workers. In Leissez –faire leaderships, followers have total freedom in their activities performance. In other words, they have a high degree of sovereignty and self-rule. In most cases, this style of leadership is used when followers are educated, experienced or high skilled. Additionally, Leissez –fair leadership style can be used when members are trustworthy and a greater part of them have pride in their work in that they are willing to do the work successfully on their own (Kippenberger, 2002, p. 102). Despite the fact that Sarina try as much as possible to surround herself with skilled she still recommend monitoring According to (Russo 2002, p 123) she mentions that it is her responsibility to ensure that every team is well coordinated and is well provided for with the necessary resources . Conversely, transactional leadership style focuses their leadership on rewarding or punishing their followers. This system of leadership is based on two factors including management by exception and contingent reward. Leaders use contingent rewards system to provide materials rewards, psychological rewards for efforts and good performance. On the other hand, management by exception permits a leader to uphold the status quo. The leader intercedes when the subordinate fails to meet the up to standard performance levels by instigating remedial actions to recover performance. Management by exception reduces the workload of managers since they are called in when the workforces turn aside from the course. To some extent Sarina Russo can be considered to be a transactional leader. Although her punishment and rewarding system is not adequately portrayed. Nevertheless, she is a leader who acknowledges high performance at meetings as well as in myriad of other ways (Russo 2002, p 124). A transformational leadership is practiced when then the leader is not restricted by the perception of his or her followers. The core objective of such leaders is to transform or change their follower’s need and readdress their thinking. Transformational leaders make a vision of what they seek to be and converse the idea to their followers (Glanz, 2002, p. 187). According to Sarina, leadership is not something that people are born with; leadership is something that people acquired with time. Everybody can become a leader but the kind of leader that one is to be entirely depending on their environment. She proclaims that for every organization teaming is the key. This is clear evidence that one the teaming is one of the styles that she uses to run her organizations. It is also evidenced that she more of a democratic leader. She points out that she has to listen to her managers first before making any critical decision (Russo, 2002, p.188). In addition, Sarina mentions that when she was at Harvard Business School, she learnt staffs are the drive of the organization, and they are the most valuable asset. Therefore, as a leader, she ensures that her staffs are efficiently motivated and empowered to enable them achieve their personal best in their respective roles. Personal characteristic traits of Sarina that make her be an effective leader Regardless of the skills that an individual may possess, the situation that a particular organization or personality of an individual a group may be in, the personality of individual is very critical in making an effective leader. Successful leaders appear with a variety of personal characteristics such including ability to make public speeches regarding their groups or organization, confident, good communication skills among others. Great leaders are aware of their strengths, and they can make an effort in learning how their strengths come across to their teams. They learn to flex their strengths to individual members of the team and behave in a way that will inspire and motivate team members. Even though there is a great diversity amongst the leaders, very few leaders have all the traits to the limit (Sadler, 2003, p. 87). Confidence is an ultimate vice for becoming an effective leader not only in business but also in any organization. .Being confidence has nothing to do with what you know; confidence is about concentrating on what you are doing irrespective of how better you know. The confidence in Sarina makes her a good leader and successful in her actions. She was confident enough to start a school that had only nine students. Today the school has more than 700 members of staffs, and it registered yearly sales of $ 74 million (AUD). Confidence is considered the cornerstone of leadership. It allows individuals to make tough decisions that followers may expect from tough leaders but reassuring to the organization success. Further, it gives a leeway for leaders to lead meeting with various individuals while at the same time accepting the sincerity and open communication. In addition, it enables leaders to have better relationships with followers by making other individuals feel positive about their about their contributions (Ilies, et al., 2002). In addition, effective leaders are required to have good communication skills. Good communication skills are very critical to leaders. A greater part of leader’s activities in presentation, deliberating, giving out speeches, representation among others that involve public participation. Regardless of how important this skill is good communication is different from being a good speaker. One does not inevitably need to be a good speaker to be a leader; rather one requires having good communication skills to be an effective leader. For instance, the good leader allows views from followers without cutting them short. Sarina Russo can be considered to have good communication skills. She is an expert in business panelist that is aired on channel seven’s “Dragon Den” (Russo, 2002, p. 123). Outstanding persuasion abilities are critical characteristic of an effective leader. Every good leader has to make people believe in them regardless of the situation. For a leader, the image is very essential, and the belief that individuals have in leaders, their missions, their products, their facts and their reputation is very critical for a leader (Farrell, 2011). Conclusion To sum it up, Leadership commands an increasing share of entrepreneurial related research. The question of whether entrepreneurs are born or made will forever remain debatable as long as people are in business. Individuals who are found to lead organizations successfully have an attitude about a particular set of aptitude and skills. This paper has discussed the leadership theories, leadership styles as well as leadership traits regarding the leadership of Sarina Russo. Reference list Bolden, R., Gosling, J., Marturano, A. & Dennison, P., 2003. 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[Online] Available at: http://www.mindtools.com/pages/article/leadership-theories.htm [Accessed 16 April 2015]. Russo, S., 2002. Meet me at the Top. 1st ed. Melbourne: Crowncontent. Sadler, P., 2003. Leadership. 2nd ed. New York: Kogan Page Publishers. Read More