Organizational Leadership Behavior - Essay Example

Running Head: LEADERSHIP SELF – ASSESSMENT Topic: Leadership Self – Assessment Lecturer: Presentation: Introduction Leadership is significant for the accomplishment of organizational goals. Kouzes & Posne (2007) argue that leaders need to understand their role in a rapport perspective whereby their main task is to guide other people and inspire them to accomplish a common goal based on a collective vision. They have a role of ensuring that challenges in the process for accomplishing organizational goals are dealt with and they are able to overcome the possible hindrances to success. Effective leaders assist their subordinates to act in the right way through encouragement and giving directions. They encourage life-long learning and are able to steer the organization to a competitive position. Leadership involves motivating people to be fond of their tasks in organizations. The organizational values are converted in to actions, which are undertaken by the staff under the organizational leaders who break down complex tasks in to simpler ones which are allocated to capable individuals. This essay is a critique of what I have learnt about myself in regard to leadership behaviors. It describes some things that I knew and some surprises that I found out in leadership. Leadership Behavior I usually practice directive leadership behavior whereby I usually allow my subordinates to understand what I expect from them so that they can engage in their day to day activities focusing on a particular expected outcome. I learnt that it is important to help the staff to perform their tasks through giving directions on the most appropriate way to approach issues. That way they are able to seek clarification whenever they encounter problems in implementing the instructions. This approach has always yielded satisfaction and enthusiasm among subordinates especially when they complete their tasks on time. I also learnt that when I was not around to give directions due to one reason or the other, they experienced difficulties in setting the days tasks, which in many cases would be unfinished by the end of the day. However, after this realization, I began giving long-term instructions that could be followed even in my absence. This involved planning ahead for subsequent tasks, allocating the time frame for completion of each task and assigning them to the staff depending on capabilities. Workers are usually enthusiastic when they have a good working framework to follow, which helps in the avoidance of working haphazardly leading to failure (Kouzes & Posne 2007). I have always been aware that organizational goals and expectations are for everyone, and not solely for the leaders. Rather as Cunliffe (2004) observes, all members within an organization need to own the organizational goals so that they can perform the tasks with a positive mind. My subordinates have always understood that the outputs of their daily tasks are not for me. I have made them understand that we all derive mutual benefits from the organization, especially in regard to personal and career development. My directional leadership style has been significant in offering guidance and acting as an example to the workers for them to accomplish tasks effectively. It has been useful in inspiring the workers and demonstrating the importance of expertise in accomplishing tasks. On the other hand, I always monitor and make follow-ups on the tasks that I have allocated to my subordinates. This helps in identifying problems whenever they arise and rectifying before they can get out of hand. More over, I try to assist the workers to identify their talents and put them in to practice. As Beattie (2002) observes, potential talent that has not been realized can not be useful for the person who owns it. Neither can it be of use to the organization in regard to the accomplishment of organizational goals. A leader who is capable of helping others to discover their talents, strengths and weaknesses is therefore bound to success, and the organizational goals can be realized (Kesler 2002). Leadership Style The leadership style applied by a leader is a significant determinant of the accomplishment of organizational goals. Followers are usually keen on the manner in which the leader performs his tasks. I believe in working as a role model for my subordinates to emulate. I have always been aware that people will certainly do what their leaders do. For example, it would not be surprising that a leader who arrives late at meetings will have his subordinates emulate his style, and all the meetings will always commence late. In other words, as Bate et al. (2000) observe, a leader needs to lead by example. On the other hand, it is important for a leader to inspire a shared vision. I learnt that this is core to developing effective working teams in the workplace. When people work towards accomplishing a common objective through shared vision, they are able to assist each other and solve problems together, which is important for the overall organizational productivity. I therefore have been inspirational to my subordinates regarding operating through a collective vision. My leadership style has also been focused on challenging the process of accomplishing goals. This has been significant in leading my subordinates to be innovative in their day to day operations. I have never been discouraged from trying new ways of working to improve the productivity of employees. Alldredge et al. (2003) argue that opportunities are identified by inventive leaders and they always make new ideas work. I have always been an agent of change in my leadership position. This has always helped in protecting the organization from engaging obsolete practices that might be of no good to the organization. I believe in flexibility and continuous transformation for the betterment of the organizational operations. I lead my subordinates to explore new working procedures, which they have always appreciated. Performance in the work place on the other hand has always depended on my ability to enable the workers to act through ensuring that there is an enabling environment in the workplace. I always encourage them through appreciating their hard work and achievements. Rewards have always been significant in motivating the workers to keep on improving their performance. What surprised me is how subordinates highly depend on leaders for guidance. They act according to what they believe will be appreciated by the leader. If the leader fails in his leadership behavior, for example by failing to give the correct instructions or making follow-ups to ensure that tasks are accomplished effectively, the organization can not accomplish its objectives. On the other hand, I was also surprised at how workers appreciated rewards and recognition for their contributions towards accomplishment of organizational goals. They are significant motivators of performance. Conclusion Leadership is important for the accomplishment of organizational goals. Directional leadership is important in keeping the followers informed regarding what is expected of them. It helps in developing a working framework which they follow. Effective leadership requires making follow-ups of the tasks to ensure that problems arising are solved before escalating. Workers are capable of working together as a team to accomplish organizational goals when the leader is capable of promoting a shared vision. They are able to own the organizational goals for improved productivity. Challenging the process is significant in continuously transforming the organization for the better. In general, I learnt that directional leadership behavior and leadership style involving inspiring a collective vision, initiating change in the process, acting as a role model, encouraging others and helping them to act are important for successful leadership. References Alldredge, M., Johnson, C., Stoltzfuz, J., & Vicere, A. (2003). Leadership development at 3M: New process, new techniques, new growth. Human Resource Planning, 26(3), 45. Bate, P., Khan, R., & Pye, A. (2000). Towards a culturally sensitive approach to organization structuring: Where organization design meets organizational development. Organization Science: A Journal of the Institute of Management Sciences, 11(2), 197. Beattie, M. (2002). Educational leadership: Modeling, mentoring, making and re-making a learning community. European Journal of Teacher Education, 25(2/3), 199. Cunliffe, A. L. (2004). On becoming a critically reflexive practitioner. Journal of Management Education, 28(4), 407. Kesler, G. C. (2002). Why the leaders never gets deeper: Ten insights about executive talent development. Human Resource Planning, 25(1), 32. Kouzes, J. M. & Posner B. Z. (2007). The leadership challenge, Wiley Read More