The Judgment of Leaders - Assignment Example

?The Judgment of leaders The contextual framework of judging leaders at the present has increasingly become complex attributed to the ascribed perspective of the follower to the underlying leadership. This has also been attributed to uncertainty, dynamic business and organizational environments characterized with multiple realities based on the follower’s priorities, values and requirements. It is notable that the core major constraints affecting the follower judgment on a leader are the globalization demands, competition, technological and far reaching socio cultural developments and the underlying complexities in the society (Weibler, 2011). Both the internal and external societal contexts also plays a major role where organizations notably the corporate world and civil leadership are increasingly fragmented, and acknowledging equivocal and this has resulted into modification and change in various conventional concepts in regard to followership and leadership. The key specific conventional factors include the rise of organizational crisis, ethical issues, social issues, motivation effects and corporate scandals. These factors have created uneasiness, leadership desired and inadequacies and emphasis on the search of meaning. Therefore the practical challenges underlying leadership as a business and social practice has elicited various perspective of judgment from the followers. These conventional perspectives are notably centered on the followers thus taking person-centered thus the underlying judgment rely on stereotyping and heroic leadership. Thus the judgmental influence of the followers is unidirectional flowing from the leaders to their followers representing specific perspective which reconstructs the hierarchical subject-object relations. The leader follower relationship represents widely the interactions and mechanisms between the independent individuals. Followership and its judgmental on the leadership are important because the latter cannot exist without the other. Therefore it is important to determine the leader-centric focus and how the followers judge and understanding interdependence of leadership and its active fellowship. The bottom line on how followers judge leaders is how leadership is shared and the leader’s judgment on his or her followers. Leader-Follower centrality Relational qualities uniting leadership-followership notably have significant influence on Followership judgment on their leaders. This begins with the leadership perception to his or her relative followers and to himself. This forms the foundation in which the followers judge the leaders because the self other perception influences greatly the followers perception. Notably in regard to this are the follower’s judgments that favor leaders’ power and authority over them. This is common where the followers exhibit dominant motif and in this case the followers look compliant and can be easily manipulated even at the extreme ends (Oddenino, 2003). In organizations and corporate world subordinates within dominance motif feel abused but they cannot do anything. The managers and CEOs say that leadership is when pain inflicted is demonstrated for effectiveness to be achieved. The subordinates within dominance motif judge their supervisors and managers with the assumption of mutual dependency idea in their organizations as well as the value of maintaining personal dignity (Weibler, 2011). The subordinates are cowed in their judgments therefore leaders are likely to get deprived of accurate and honesty information. This fuels self-absorption and self-deception resulting in the fall of arbitrary power. GROUPTHINK According to Ladkin (2010) in his study on organizational leadership provides that Groupthink is adopted by most followers in judging their leaders. This is where there agreement and consensus is far much important than the solution, in this case followers adopt possible alternative courses of action in their judgments (Ladkin, 2010). This is common in organizations and entities where followers think that they are vulnerable to their leaders. The followers do not think that they could do any wrong in making their judgments. Also common is when the followers feels that they are being branded stereotypes and that any negotiation with their leaders is not the suitable option. Also followers in institutions such as government and military might be under pressure, and the judgments made are under direct pressure. Under this followers make judgments about their leaders under self-censorship by engaging in silence attributed to cowardice of deviating from what their leaders and supervisors root for. It is notable that these judgments are made out of rationalization of the decisions made in deviance of the top leadership where negative feedback is not important. For leaders to avoid such judgments it is important to always stay neutral while facilitating discussions. Another methodology where followers make judgment on leaders where there is polarization where followers make extreme judgments. This is where judgments are made strongly on one direction with difficulty in changing the mind. This is characterized with extreme behavior involving collectiveness where issues touching leadership are solved with strong opinions. According to Noel M Tichy (2007) the underlying extreme judgments are made when there is extreme social comparison between the leaders and followers (Noel M Tichy, 2007). In addition it is common where persuasive arguments are involved in the articulation of certain viewpoint. This methodology of judgment and decision making limits managers and leaders in arriving good solutions (Noel M Tichy, 2007). Alternatives are suppressed while articulation is made on one position without exploration of other possible options. For leaders operating under this scenario should identify this aspect so as to achieve a rationalized best decision. Group Cohesiveness Under this the judgments made on leadership is embedded on how the followers have stick together. This is common where followers have strong interpersonal relationship in their group. The followers falling under this category are highly motivated and one decision is passed there is no conflict among the members. These traits are characterized where the followers are committed to the underlying task; there is strong evident interpersonal relationship and attraction (Ladkin, 2010). The followers cohesiveness is evident from outside hence leaders must take into account this so as to ensure that groupthink situation do not occur. The organization leadership should embrace directive leadership with clearly outline procedures. Effects of Charisma It is notable that the ego-ideal of the charisma leader is where followership is withdrawn. Therefore in any followership there must be a degree of loyalty and devotion tied emotionally to the leader and this is evident during the time of crisis. According to Rhode (2006) charismatic leadership enhances motivation and self-confidence as well as self-concept and collective identities (Rhode, 2006). The concept of charisma in regard to leadership increasing accessibility of the followers, in regard to good charisma this influences the positive judgment of the followers. The followers under this are likely to support the propositions of charismatic leadership (Weibler, 2011). Therefore it can be argued that charismatic leadership influences the leadership judgment of the follower subjected to. Identification and power Contrast According to Rhode (2006) in the study on conception of power holding states that there is four factors influencing leaders holding power. It includes power being the ultimate desired end at whatever cost; power itself contribute to false feedback exalting sense of self-worth; Leaders in power are tempted to use organizational resources for self-benefit and finally is devaluation of others below the authority leading to discrimination (Rhode, 2006). These conceptions gives rise to the concept of power distance where it increases between leaders and followers attributed to the limitation on the access of information and resources. It is notable that this gap decreases in cases where identification and sharing is enhanced. Followers under this situation make judgment in regard to their leaders based on inequality and the perception of injustice. This condition is attributed to the dependence of followers on their leaders perceived to be vested with authority and power thus basing their judgment on deviance. Resentment judgments are attributed to the explicit recognition of interdependence of the followers on the leaders. Therefore from the author assertion judgment of leaders is influenced by power distance between the leaders and followers in any society organization or entity. Higher power distance between the leaders and followers notably undermines mutual efforts thus in any context has not received any tangible benefits. This clearly sets out how followers make judgmental decisions on their supervisors, managers, and overall management team leaders who lacks accountability and upright organizational values. Hypocrisy and Self- Serving Biasness Followers and subordinates in organizations may engage in bias and uniformed judgment on their leaders because of their leader’s self-service, and biasness induced existing in their social relationship. According to Viva Bartkus (2008) he provides a study analysis on the psychological implication of the follower’s judgment given a presentation of analysis and implementation of how organizational and other leaders self incorporates and ego have distinctive cognitive biases (Viva Bartkus, 2008). The followers mainly focus on self-focus of knowledge integrated with responsibility to achieving desired outcomes as well as resistance to change. Follower’s judgment on leadership is further influenced by the power of the leaders over them and the sense of being different attributed to the social distance and its underlying potential manipulations. It is therefore important for leaders to consider the needs of their followers, expectations and perceptions. This can be disadvantageous to charismatic leaders who draw their perfection form their followers as does not provide room for correction. The followers are also vulnerable to distorted perspectives attributed to self-serving bias and identification with their leaders. Leader follower identification This aspect that follower base in making judgment on their leaders provides an alternative view which is essential for effective or poor participation of the followers and leaders in their mutual identification motif. How the followers make judgment is largely influenced by prospects regarding the two way influence. This also influences the perception and counter perception of the followers to their leaders. In cases of strong mutual identification followers may have a strong sensitivity guiding their intuition thereby making favorable judgments regarding their leaders. According to Viva Bartkus (2008) this is where the mere power, cunning or force develop and prevail in regard to followers and leaders relationships. In addition he provides that there exist a shared ego between the followers and leaders with mutual identity which forms a foundation of mutual trust consensus thus equally influencing their judgments. It is notable that there must be a common bond between managers and subordinates where life judgments usually depends on. This is evident in military and government leadership whereby the ineffective and weak mutual relationship between the soldiers and their commanders has resulted into their failure (Ladkin, 2010). Unit cohesion failure was the key major cause of US army operations in Vietnam. In contrast with production organizations the mutual identification process has become important tool for mangers as it has enhanced closer working relationships thus positively impacting employee’s judgment and perceptions towards the organization leadership. Joining or Distancing from Leaders It is notable that follower’s judgment on leadership is characterized with a lot of flexibility. Unusual undertakings by leaders can be unpopular thus disregarding an organization leadership. The unusual decisions made by the management my negatively impact the teamwork in an organization thus affecting the follower decision making and judgments in regard to the leadership style adopted. It is notable that some leaders have distanced and removed themselves from the followers as well as their perceptions. It is notable that such actions affect teamwork and they should be aware of their action consequences. According to Manuel Mendonca (2006) on a case study on American companies are notably paying its CEOs 17 times more than its workers average pay and this prompted negative judgment from the workers. This disparity increased power distance and alienation of the followers from their leaders notably the top managers. Leaders in companies perceived to perform poorly experienced negative judgment from their followers loosing trust and loyalty (Viva Bartkus, 2008). The judgment of leadership in this scenario was attributed to the leader’s inability to show a strong concern as well as equality to the followers. Performance of the leaders Studies show that the aspect of leadership can also be referred to performance. Good performance enables leaders to earn favorable judgment from their followers. This is attributed to success meaning the achievement of the followers and the overall goals and objectives. In addition it is also attributed to the fact that leaders defines, redefine and provide various decisions and judgments within the organization (Manuel Mendonca, 2006). In the context of politics notably governments where macro-leadership is involved followers judgment plays important role when it comes to leaders getting on the right side of the issue. Followers provide a value expression and leaders from this judgment can know what is desirable for his or her followers. Therefore it can be argues that followers forms the basis which allows a leader a latitude for action. It is notable that other things including equality, positive and negative performance attribute to the judgment made by the followers. In reality responsibility and accountability are the key factors considers by the followers in making judgments. The effect of this attribution view is evident on how followers perceive and judge the leaders. This is also complemented by the leader competence as well as motivation. With the renewed interest in charisma the underlying transformational leadership which makes followers positive judgments. Followers are able to make use of critical incidents in making decisions and judgments on bad or good leadership. There are notable larger implications at the societal as well as organizational level which bring out the effects of power and distance on the judgments made by followers. It is evident that the attributes and characteristics of a leader have the implication of shaping and determining their perceptions and judgments. This relation between the behavior and perception determines leader’s actions as well as other attributes as perceived by their followers (Viva Bartkus, 2008). This also determines the responses of the followers on the attributes of the leaders. The leader’s self-presentation also plays significant role on how the followers make judgments and perception. This has also broader ethical as well as performance consequences on the part of the leader. This is common during instances such as unfairness, weakness, outright misconduct and self-seeking at others expense where all of these influence the judgments of followers to their leaders. Quality of leadership The quality of leadership depends influences the followers judgment where followers have the tendency of choosing possible conformity with quality leadership. Although it is notable that followers aims to doing the right thing, the quality leadership influences followers make judgment on the quality merit chosen by their leaders. Followers lean to adapt to the environment by listening to the leaders and this forms the basis of their judgment. This depends on the leader’s ability to bridge the follower’s difference opinions thus becoming the coordinating focal point (Manuel Mendonca, 2006). Therefore a leader influences followers judgment notably sense of direction in addition with the level of clarity. It is notable that leaders who have clarity have a greater influence on the follower’s sense of direction. This aspect determines the followers extent to which they listen to their leaders as well as their underlying judgments. In some situation leaders obfuscate their messages in situations where followers make stern judgments putting emphasis on their own conformity. Conclusion It is evident that follower’s judgment on leadership surrounds power distance and authority disparity and perception on their leaders. Therefore follower’s judgments are influenced by the social contract between the leader and followers. It is also notable that leaders have the ability to influence their follower’s perception and judgments. It also depends on the circumstances that the followers are facing as well as the overall orientation of the leader. Leaders should ensure that they ensure that followers do not change their allegiance. This has become the greatest challenges faced by leaders from various aspects today. References Ladkin, D. M. (2010). Rethinking Leadership: A New Look at Old Leadership Questions. London: Edward Elgar Publishing. Manuel Mendonca, R. K. (2006). Ethical Leadership. London: McGraw-Hill International. Noel M Tichy, W. G. (2007). Judgment: how winning leaders make great calls. New York: Portfolio. Oddenino, K. (2003). Love, Truth & Perception: Where Do We Come From? What are We? Where are We Going? New York: Joy Publications. Rhode, D. L. (2006). Moral Leadership: The Theory and Practice of Power, Judgment and Policy. New York: John Wiley & Sons. Viva Bartkus, E. C. (2008). Getting It Right: Notre Dame on Leadership and Judgment in Business. New York: John Wiley & Sons. Weibler, J. (2011). New perspectives on leadership research. Munich: Rainer Hampp Verlag. Read More