The Three Dimensional Leadership Model - Coursework Example

W7- Model Introduction Leadership is an inspiration that is fascinating to many people in the society as well as in economic activities that people venture in to improve their welfare. People in all cultures and generations experience leadership as it is usually possible for a person to be bestowed a responsibility to lead others either in social activities, in the workplace or in business. The response of a person in regard to a leadership role as well as how people think they can react to the leadership role usually generates anxiety when the responsibility is at hand. In essence, people desire to lead competently, winning respect, confidence and approval from those around them. Leadership can not be regarded as a simple or difficult task per se. Simplicity may be associated with the fact that becoming a leader is overcoming the personal fears regarding how a person might perform a leadership role and demonstrating their inner self. Complexity is due to the fact that a leader must present and prove his/her inner self to others, which leaves the leader open and exposed to criticism. Leadership is independent of age, gender or power and can be found in all levels of organization. There are various models of leadership such as situational leadership, the four framework model and the three dimensional model among others. This paper, along with a visual model addresses significant points of an effective three-dimensional IS leadership model. It presents a rationale for the selected dimensions (x, y, and z axes) as well as an explanation of how leaders can use this model to gain a meta-cognitive understanding of the organizational dynamics inherent in leadership decisions. The Three Dimensional Leadership Model (x, y, and z axes) The X dimension represents a combination of transactional and transformational leadership. Reasoning in leadership is viewed as a shift from thinking from the ends perspective to the means. Transactional leaders utilize the available opportunities to the maximum through maintaining an astute focus on any upcoming opportunity, competence in negotiation, persuasion skills and reciprocating the actions and favors from other people (Mullins, 2007). The IT field is under constant growth with new discoveries from time to time. New opportunities for improving organizational competitiveness require intelligent leaders who are innovators and change oriented. The application of Information Systems in business requires leaders to steer the organization towards accepting the new developments in the means of accomplishing their objectives, rather than focusing on the ends. The leaders sell their ideas and manifestos to the targeted groups for support (Kotter, 2001). Transactional leadership calls for the establishment of good relationships with people so as to enhance voluntary following and participation in generating innovative decisions. Leaders are focused on developing a strong relationship between them and the subordinates. The transactional leader delegates tasks to the subordinates and ensures that they understand his/her expectations, the rewards as well as the punishments associated with the outcome of the tasks. In IS, people need freedom for them to think creatively. Transactional leadership allows this freedom making it possible for organizations to increase competitiveness through inventiveness in the workforce. Transformational leadership is the second leadership style in the X dimension. It involves leaders who challenge the change process to motivate their followers to open up and view things differently from the conventional way. Transformational leaders inspire people regarding new ways of approaching issues in life, which helps them to accomplish their professional goals. Such leadership is usually maintained by strong personality and ability to influence followers to act towards accomplishing particular organizational goals. Alldredge et al. (2003) observe that transformational leadership has been significant in the success of the contemporary organizations. Leaders who are able to motivate and inspire workers to discover their talents and put it in practice usually accomplish organizational goals and also promote personal development among employees. Motivation can be as simple as appreciating the contribution of workers towards the success of the organization. Whenever the subordinates come up with a new idea that can enhance the success of IS, transformational leaders motivate them to carry on with their inventiveness. The leaders help their followers to discover new ways of solving their problems as well as stimulating them intellectually to understand themselves. They generate enthusiasm amongst followers, and also use their eloquence to convince them regarding their vision. As Kesler (2002) observes, a leader needs to be creative and able to make things work out according to his vision. This is accomplished through motivating people to change their perception regarding issues affecting them and being inventive to achieve in life. Transformational leaders inspire their followers through advocating new and better ways of working out issues. They are usually respected for their ability to associate with people as individuals and not as a race or group of people with similar characteristics. They understand that each person has unique needs that needed attention. Transformational leaders emphasize on rewards for the followers who maintain good performance and accomplishments. They have an appreciative nature whenever the subordinates make tremendous progress in their tasks (Steers & Black, 1994). Transformational leaders are capable of generating enthusiasm amongst their followers regarding the course of action (Steers & Black 1994). This is one of the aspects of leadership that is significant in mobilizing groups of people to take action. The leadership style indicates concern and appreciation of others, which is necessary in building loyalty amongst the subordinates. Expressiveness and vibrancy in presenting ideas helps in convincing other people that there is need for change (Bate et al. 2000). The leaders are capable of expressing the feelings of his group to others thereby building confidence amongst the followers, which motivates them to work harder for the realization of personal and organizational goals. Coupled with their articulacy in expressing themselves to others, the strong ideologies of transformational leaders make people hopeful of the future whereby everyone will be contented (Konorti, 2008). The Y dimension constitutes leaders who are either focused on serving the people whereby the intention is usually to accomplish a particular goal. The will to serve people is mainly based on Laissez-Faire Leadership (Huczynski and Buchanan, 2007 p 36). Leaders allow the subordinates to work in a flexible manner whereby they are free to develop their own work plan as well as being engaged in activities outside the organization where they organize meetings with clients without the manager’ supervision. The leader is usually focused on maintaining enthusiasm amongst them due to the understanding that the employees have to be enthusiastic for them to relate effectively with clients. He/she generates employee satisfaction through appreciating their contribution to the organizational activities. In IS, employees appreciate being trusted with particular tasks to complete on their own. Laissez-Faire leadership has contributed to the success of contemporary organizations offering IS products. The leader is usually creative and understanding in regard to the desires and needs of the subordinates, which allows him to be aware of the capabilities of the members. His Inter-personal skills are significant in promoting cohesion among group members. When the team members establish strong relationships, they are able to learn from each other, and also work to accomplish a shared vision (Alldredge et al. 2003). Power in the Y dimension on the other hand is among the aspects of leadership that enhance the accomplishment of organizational goals. Even though the leaders allow freedom to the subordinates for them to develop their own strategies of accomplishing their tasks, it is important for them to adhere to certain principles that act as the guidelines towards achieving the overall organizational goal. This ensures that the members of an organization work towards accomplishment of a shared vision. For example, a business needs to harmonize its management information systems if the organizational objectives are to be accomplished. In other words, there needs to be a powerful leader to ensure that the inventiveness of the subordinates is geared towards accomplishing the organization’s strategic objectives. This helps in maintaining focus and the avoidance of haphazard development of information systems. The leader sets the pace for the team and ensures that members are facilitated to accomplish their tasks. This involves the ability to counsel when there appears to be difficulties, performance and reward management, correction of team members who are unable to meet the target, and to be accountable for the team’s actions (Mullins, 2007). The leader possesses organizational skills that are important in ensuring that the team’s activities are accomplished according to the organizational strategy. He/she also possesses mentorship skills that enhance performance especially for the new team members. Mentorship is important in the organizational activities whereby the subordinates are likely to loose focus due to the many activities involved and the number of people that they interact with, who have different views regarding the accomplishment of organizational goals (Alldredge et al. 2003). The Y dimension whereby the leader is power oriented involves directional leadership which enhances adherence to procedures to prevent dangers associated with lack of competence in the process. In IS organizations, such leadership is significant in ensuring that the employees do not make mistakes that may be fatal to the success of the organization. The leader has to direct the employees to follow the laid out procedures to ensure that the production target is accomplished without hitches in the process that may emanate from incompetent employees. In other words, directional leadership in the Y axis helps to ensure that the strategies developed by employees are aligned with the organizational goals (Bate et al. 2000). The Z dimension is concerned with leadership structures whereby some leaders tend to cultivate bureaucracy while others are focused on maintaining the freedom for the participation of all the members in the organization in the decision making process. In bureaucratic leadership, all the organizational processes are carried out according to the laid out procedures, and every member of the organization’s staff understands his/her role in the process (Huczynski and Buchanan, 2007 p 36). The employees do not change any of the steps involved. Bureaucratic leaders avoid actions that deviate from the schedule of operation, which may adversely affect the organization as a result of accidents that may result especially when dealing with matters of high risk. Bureaucracy leads to dissatisfaction among staff due to monotony and rigidity of leadership. The employees are demoralized since they do not have a chance to raise decisions. There are no flexible practices and leaders maintain a highly specialized working structure, which is a major drawback for team work. Bureaucratic leadership is one of the aspects of the Z dimension where the leaders promote a monophonic character in which it is only their own voice that is heard. On the other hand, the leaders may promote a polyphonic approach whereby they allow the voices of all the members of the organization to be heard. Leadership is focused on maintaining high commitment through generating enthusiasm and interest by offering rewards for effective performance. Moreover, the desires of employees are given consideration and therefore there is a high possibility of generating satisfaction among them (Alldredge et al. 2003). This style involves the down-up decision making process. The employees are involved in the decision making process. They raise issues regarding the manner in which they would like to undertake their tasks for the leaders to give their consent (Huczynski and Buchanan, 2007 p 51). This strategy is important in generating employee satisfaction in the workplace. The leaders participate in performing tasks that together with the subordinates. The employees are engaged in decision making, which makes it possible for the junior staff to own the organizational goals. This style leads employee satisfaction and increased productivity in all levels of the organization. They can perform tasks on their own without supervision or continuously being directed. Such employees are usually satisfied with their work and derive much enthusiasm from performing their day to day duties in the work place. They are able to meet the target on their own and therefore there is usually no need for the leader to maintain focus on their tasks or developing strong relationships (Krug & Weinbert, 2004). However, the leader maintains focus to ensure that he is aware of the progress and to ascertain that the organizational objectives are met. His main duty is to compare the process with the plan to ensure that it is adhered to. More over, the subordinates can remain motivated through recognition and being rewarded for exemplary performance. The three dimensional model is significant for effective leadership and attainment of meta-cognitive understanding of the organizational dynamics inherent in leadership decisions. The model helps leaders to remain focused on the accomplishment of the organization’s strategic objectives. They possess the metacognitive understanding that the organization’s long term mission depends on their capabilities and therefore they tend to avoid disruption of their plans. The leaders understand their capacity and are able to regulate their reasoning to match different situations (Barrett, 2006). In other words, through the three dimensional model, leaders are able to understand how to vary the use of different strategies to solve different problems. This means that they are able to emerge successfully in difficult situations with these capabilities. The three dimensional model enhances metacognition as a tool for survival of leadership. They are able to mobilize resources for the accomplishment of a shared goal in the organization. The leaders ensure that people discover their potential and utilize it to the maximum. They help their subordinates to identify opportunities where they can capitalize their capabilities to accomplish their personal and organizational goals. This approach is evident n transformational leaders who are inspirational and focused on maintaining a competent workforce. According to Nahapiet & Ghoshal (1998), the three dimensional leaders are team oriented and ensure that the subordinates understand the significance of team work in the workplace. Teamwork tends to generate trust in the workforce. Conflict resolution is accomplished when all members of the team are dedicated to the maintenance of harmonious relations in the workplace. They develop strong interpersonal skills that are also necessary for customer satisfaction. This is because when working in a team, every employee views the other as an integral part in the success of the group. In other words, a person acquires the conviction that if what a person does is what the others do and if the success of others is the success of an individual, he/she gains trust and confidence in the workplace and also works hard to ensure that he/she does not let the others down. On the other hand, members of a team that are focused on accomplishing a particular objective are likely to reach an agreement more easily than when working as individuals (Mullins, 2007). For that reason, there is usually harmony in the workplace and hence the group is easy to lead to success. Moreover, agreements can be reached without difficulties while each person owns the team objectives. The three dimensional leaders are also able to gain the desired metacognitive understanding that enables them to put the organization in a strategic position whereby it is able to adapt to the changing operating environment. The leaders are able to maintain the organization’s competitive advantage through ensuring that they offer the necessary guidance within the constantly changing background within which the organization must operate. The three dimensional leaders are able to promote a shared vision for the organization, which they communicate effectively to employees. They develop a vision statement that is a forecast or an ambition to achieve some goal in future even though there are uncertainties ahead. It shows the type of leadership one expects to be identified with. Vision statement gives direction to workers of what is expected. The leaders set a vision with a time line so that the set goals can be achieved within that time and to motivate employees to work towards overcoming challenges and achieve goals within the specified time. Vision statement helps the leaders to make decisions easily. Since the goal is set, the leaders can then make day to day decisions directed towards achieving the vision. A vision in the three dimension model shows a leader’s capabilities whereby the competent leaders set high aspirations so as to motivate followers regardless of the obstacles that they may encounter (Klau, 2006). Competent leaders demonstrate the personality and capability to acquire the three dimensional aspects of leadership. Their decisions are made with an undivided attention in regard to the mission of the organization and incorporate strategies concerned with employee satisfaction and accountability in the workplace. Such leaders possess a selfless attitude towards the success of the organization. The three dimensional leaders act as role models in the organization through their good conduct and commitment towards achieving the organizational goals. They are people of high integrity and honesty, which enable them to win trust from followers (Moore, 2007). They have a high level of emotional intelligence and ensure that followers not to fear them, hence creating a good working environment. The followers are able to approach the leaders to discuss any issue without fear of intimidation hence they are motivated to own the organizational goals. Followers are also able to predict the reaction of the leader in different situations. When the subordinates have trust in the leader, they develop confidence in him and work towards achieving set goals (Krug & Weinbert, 2004). Conclusion The three dimensional leaders are significant for the accomplishment of organizational goals. The X dimension is based on transactional and transformational leadership styles that are necessary in maintaining strong relations and motivation in the workplace. The leader is creative and promotes inventiveness among the followers. The Y dimension tends towards a Laissez-Faire approach of leadership. The leader allows the subordinates freedom to make informed choices and also to set their own strategies for accomplishing organizational goals. However, the Y dimension also represents powerful leaders who ensure that the organizational goals are met without disruptions in the organizational operations. The Z dimension represents leaders that allow some extent of freedom while maintaining a certain level of bureaucracy, which may at times lead to dissatisfaction. The preferable aspect of the Z dimension is where the leader maintains a polyphonic narrative whereby all members of the organization participate in significant organizational processes such as decision making. The three dimensional leadership is important for the success of an organization. Leaders are able to promote a shared vision and are also able to promote high commitment among the employees. The three dimensional model is applied by leaders to gain a meta-cognitive understanding of the organizational dynamics inherent in leadership decisions. Appendix Fig. 1.1: Visual Three-dimensional Leadership Model *Source: Theatrics of Leadership? (Boje, 2000) References Alldredge, M., Johnson, C., Stoltzfuz, J., & Vicere, A. (2003). Leadership development at 3M: New process, new techniques, new growth. 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