Leadership Capability - Essay Example

Management Chapter 2- 10 Chapter 2: Trait Approach The questionnaire used in this chapter evaluates individual traits. It is also used as a method to collect data in research. A set of questions are administered and the five correspondents give answers based on the evaluation given to them. This specific questionnaire deals with leadership styles, approach and how subordinates see their leaders. It is an evaluation of leadership traits and will gauge the success of the leader in his position. Personal traits can help to gauge one’s ability to be a leader (Adair, 2011). Though subjective, the trait theory can be a source of gauging the effectiveness of a leader. These attributes include confidence, diligence and being persistent, articulate, determined, trustworthy and friendly. All these are personal attributes that the leader is perceived to have. Leadership Profile The results show that the leader can be rated as being an average leader in the average rating column. The average score of traits like diligence, friendliness and persistence are the strong points but can be perceived as weaknesses in a leader. These aspects may result in employees assuming that the leader is too lenient and harmless thus can hinder organizations growth. These are the main areas that the leader needs to improve on. Ways on improving this includes having talks with the employees to explain their decisions on various issues. Engaging the employees in friendly activities is important but when it comes to awarding punishments the leader should not be friendly or take sides. For employees to follow the laid down procedures the leader needs to be straight to the point and articulate. They also need to seek assistance where they feel that they are inadequate. The employees need to feel that their employer is friendly, but this is only to a certain level. There is more cooperation and self initiative when the employer is friendly (Adair, 2011). Chapter 3: Skills Approach The average rating of these results shows that the leader is involved in working moderately with what the employees are doing. The results show a score of 18 points. The weaknesses highlighted in this category include not being fascinated by technical work and not being able to work with abstract ideas. These two are the aspects with the lowest score. Both the respondents who are employees and the leader agree that the issues are not one of the leader’s strong points. The steps that a leader needs to take are to adapt to technical issues. The issues should be explained to the leader through ways that are interesting. The leader can also ensure that he has a competent employee to deal with such issues. Leadership Profile If presented with as much information as possible when dealing with the abstract ideas, the problem is likely to improve. Having the information will help the leader have more confidence in the idea to the point of making use of the idea. When a leader makes a point of doing the research individually, this will also increase the level of confidence among employees (Godwyn and Gittell, 2011). The fact that the leader is involved in what employees are doing and stipulates the ways in which the goals are achieved, shows that he is a suitable leader. Being able to involve everyone in the course of work ensures that everyone is content with the decisions made. Thinking about the organizational values enables the business to grow both socially and economically. Making subordinates part of problem solving will have a positive effect in their levels of confidence. Chapter 4: Style Approach The style approach deals with how the leader organizes and deals with group working. The overall score after evaluation is 42. This is rated as a high score. The ability of the leader to effectively deal with group working is crucial especially in organizations where most work is done in groups. More success will be gained if the leader is able to organize the group members to work towards a general goal. The leader has a high score in average but there are some areas that need to be improved. In this section, the leader needs to improve on social aspect of being a leader. It is clear that he is not in a position to solve the problems between the employee, is not friendly and is not interested in the well being of the group members as well as it should be. This shows that the leader uses a dictatorial approach. In this type of approach the leader does not see the importance of having an emotional approach to the subordinates. Leadership Profile The leader needs to create a personal relationship within the group. Having a good relationship between a leader and group members is important to ensuring that they are efficient in working. The leader should make use of the various methods of solving conflicts between the group members. He should try and engage the group members in social events that will help bonding. The leader of the group also has a few strong points. One of the strong points is that he stipulates what he expects from the group members. Explaining the role of each member in the group gives each member a sense of direction. Both of these area will also ensure that incase anything goes wrong they will know the origin and work from there. This also gives the group members a sense of responsibility and belonging. Communication within a group ensures that issues are handled appropriately (Godwyn and Gittell, 2011). It also ensures that there is a report on the performance and constructive criticism is made. Chapter 5: Situational Approach This test will determine how the leader will act when faced with different situations in the work place. How he deals with the situations is important as it shows his capability as a leader on how to deal with situations in the work place. In the first situation about the budget restrictions the leader adopts the first approach. He requests the experienced staff to take up the consolidation and do it on their own. This is a suitable way of dealing with such a situation considering that the employee is highly qualified in that area. This kind of approach increases the confidence in the employee and shows the ability to delegate. However, the leader should give the employees ideas that are motivational. Leadership Profile The situation two it is clear the leader has to deal with an employee who is not following rules and guidelines. He chooses to discuss the situation with the employee and listens keenly. This is a successful approach considering that the leader is new in the department. This kind of approach will ensure he is accepted by employees with ease and at the same time taking up his leadership role efficiently. This will also make the employee feel part of the organization. The second and third situations show the ability of the leader to delegate in his employees. Encouraging employees is a way of making use of their skills for the success of the organization (Godwyn and Gittell, 2011). Chapter 6: Contingency Theory This seeks to explain how the leadership style comes into play, when there are least preferred workers in the firm. In this case they are using a description by the leader of the qualities of the people the leader has worked with previously or recently. The score shows that the leader is task oriented with a low score of 20. This shows that the leader is concerned with how successful a task is than his or her relationship with their co-worker. This is shown by giving the co-workers low scores in their personal traits. Leadership Profile This type of leader will be performance oriented and the organization will grow economically. The employees may be dissatisfied and will be less motivated towards a common goal. The leader needs to balance both the success of the task and employee satisfaction. This character trait unfortunately does not change with time. It will be a weakness where the company prefers employee satisfaction. If the leader goes to the extreme side, the employee turnover can be quite high which will cost the company in terms of recruiting new employees and training them. Chapter 7: Path Goal Theory This theory explains how the leader achieves a certain goal. This is in respect of the instructions and his involvement in the execution of the tasks. The test questions will show the leader the frequency in which they utilize the four types of leadership in this category. The variation in the various scores shows the frequency in which the leader uses the various leadership styles when achieving set goals. The nature of the task will also determine the type of style the leader will use (Northouse, 2012). The results obtained from the directive leadership questionnaires shows that the leader scored highly. This shows that the leader gives instructions on how to attain the goals. He delegates tasks to each group member and gives schedules on what is to be done. He shows each team how to solve problems that they encounter. The leader has a score of 30 and as aforementioned, a high score. This is a score applied from a leader who participates in challenging tasks. Leadership Profile The leader uses participative style of leadership having scored highly in the second level. He moderately consults his subordinates and includes them in problem solving. He considers their suggestions and their methods of working. He has a score of 26. This is lower than that of the directive leadership. He applies this method where the subordinates are professionals in the various fields that involve the execution of the tasks. Goal-oriented leadership and supportive leadership are two styles being utilized by the leader in very few instances. This is seen as the leader has a score of 18 in both questions affecting the two leadership styles. This means that he does not give much consideration to the employees’ emotional aspects. He wants things done no matter the cost. Chapter 8: Leader-Member Exchange Theory The theory explains how the relationship between the leader and his subordinates affect the success of other subordinate. This is shown by how the leader treats his members. The leader attained an average score of 28 in the questionnaire. This includes the assessment of the questionnaire answered by his subordinates and what he thinks about his subordinates. This shows that he has a moderately close association with the employees. He scores high particularly in the area showing the confidence he has in his subordinates. He informs them that they have done a great job and understands their work related problems. These scores are awarded an average of five by both the subordinates and the leader himself. They agree that the leader recognizes their potential and gives them challenging tasks to facilitate their growth. Giving employees the opportunities to perform their level best and making them aware of that fact is a motivating for them (Godwyn and Gittell, 2011). Leadership Profile There are two areas which the leader has a relatively low score this include the fact that the leader would not assist an employee if he or she was in a problem. This goes to show that the leader is not involved in the affairs of the subordinates. This may appear as if the leader does not care, but it reminds employees that they need to be independent. This will also help the subordinates to be keen on the tasks they are doing. Chapter 9: Transformational leadership In this chapter the questionnaire focuses on establishing an environment where they help the subordinates grow. This shows the various ways in which leadership affects the tasks of the subordinates. The questionnaire shows high scores in inspiration motivation under the transformational leadership style. This shows that the leader acts as an example to the subordinates. In intellectual stimulation the leader is seen to examine the underlying assumptions when dealing with the subordinates’ work. He also acts as an inspiration, by recognizing the subordinates’ effort and granting. These aspects make the leader effective in his tasks. Leadership Profile The leader avoids being active in his employees’ activities, hence has an average score of 2. He is only concerned once in a while. This leadership style is a show of inability to lead but due to the minimal score the leader is carrying out his job in the right way. Chapter 10: Servant Leadership The questionnaire features various ways in which the leader is able to show his consideration for others. The assessment seeks to measure the involvement of leader in assisting subordinates in individual growth. It also shows the need to develop the community. The leader has a score of 18. This shows that he is involved moderately. His highest scores show that his strengths include; believing and encouraging employees on taking difficult tasks. His low scores show reflect on his personal relationship with the subordinates. It is evident that they would not go to him if they had personal problems. It is important that the leader establishes a better personal relationship (Northouse, 2012). Leadership Profile This is not easy to form effective, professional, relationships, but with time the leader should be able to establish the relationship. Holidays and vacations should provide an avenue for better relationship. In conclusion, the company should also consider taking trips and vacations at least once a year. References Adair, J. (2011). Effective leadership: How to be a successful leader. London: Pan Macmillan. Godwyn, M., & Gittell, J. (2011). Sociology of organizations: Structures and relationships. California: Pine Forge Press. Northouse, P. (2012). Leadership theory and practice. (6th ed.). New York: SAGE Publications. Read More