Loss of Confidence in Leaders and Organizations - Case Study Example

Loss of Confidence in Leaders and Organizations Loss of Confidence in Leaders and Organizations Introduction Self-confidence entailsthe fundamental base from which the aspect of leadership grows. To compete effectively in the workplace and professional milieu, leaders need to have confidence and the much-needed drive. Ethics researchers have found out that many managers lack the confidence that they should exercise leading to the loss of trust from the followers and the public. Contextually, the ethical trends in organizations show that leaders are facing a challenge of lost confidence and trust from the shareholders and the societies at large (Simintiras et al., 2014). When the public loses trust in the leadership of an organization, the duties and responsibilities of the leaders are in vain since the stakeholders tend to withdraw their support toward the success of the organization. Thence, the contemporary society places a myriad of demands on the leadership due to the altered expectations. However, the managers and leaders need to meet the various interests of groups associated with the organizations. For instance, they must balance between the internal and external environments to enable the organizations achieve their set goals and objectives. Without confidence, the business will fail to meet the expected results and cause lowered organizational performance. Thus, the essay investigates the challenge of loss of confidence in leaders and organizations and offers explicit strategies to counter this problem. Overview of loss of confidence in leaders and organizations Many leaders and managers in their various places of work need to lead varied groups, motivate them, and improve their efficiency. Similarly, they must work across their organizational boundaries in the attempt to instigate success and achieve organizational excellence and growth (Oney & Oksuzoglu-Guven, 2015). Contextually, the leaders must navigate through the external environments to align the organization’s objectives toward the expectations of the stakeholders. In this case, they face globally sophisticated challenges that they must provide solutions. For instance, they must align their organizational objectives toward the expectations of the government, meet the requirements of the external shareholders, and still manage the competitive environs posit by the competitors. For example, the leaders must explore and overcome the various cultures and work with leaders that emanate from diversified cultural backgrounds. More often than not, new leaders face challenges from the complexity of the cultures they work in if their confidence levels cannot accrue to the expectations of the organization and the society. Therefore, managers and leaders must find the various methodologies through which they can increase the confidence of the people around them, the society, and the government to permit success in their work. For example, if the leader gains trust and confidence of the media society, it is easy for that leader to influence a positive attitude toward the organization. The situation will lead into more shareholders wanting to associate with the institution leading to the attainment of the vision set. However, some managers and leaders to a larger extent fail to influence trust and confidence in their professional workplaces. The situation accentuates if the employees resist the strategies instigated to regain the lost confidence. Further, the loss of confidence is a contagious issue regarding the duties and responsibilities executed by the leaders and their respective organizations. In this respect, the efforts directed toward gaining lost confidence must have measurable goals and objectives to ensure trust among the members and the shareholders. For example, the leaders must aim at influencing the positive attitude among the shareholders to permit a growth of confidence in the leaders and their organizations. Additionally, the leaders ought to be responsible and accountable for their actions to lure the society and the stakeholders toward associating themselves with the organizations and their leadership. Without a positive attitude, the community cannot afford confidence to the leaders and the organizations that they lead (Greenacre, Ngo & Chapman, 2014). The aspect of SI relates to the concept of loss of confidence in many ways. For example, during a change in the organization, the leaders must have confidence in what they are doing to effect a positive shift. The ethical dimension requires that all the guidelines need considerable inferences to attain confidence in the shareholders. The people that have an interest in SI have showcased their concern in issues surrounding the loss of confidence in the organizations and their respective leadership. They have instigated the processes to explore the mysteries that engulf the confidence between administrations. Principles to consider in evaluating confidence in leaders and organizations Addressing the shareholders’ attitude toward the leaders and their organizations Leaders and organizations that aim at achieving increased levels of confidence must have foci to the change of the peoples’ attitude towards the leaders and the organizations that they lead. It is obvious that most of the employees will resist the change toward new strategies implemented to address the ethical issues around the loss of confidence. Novel strategies often associate themselves with uncertain future that endangers the perceptions of the shareholders. They may feel that a shift from the current situation might lead to a further deterioration of the trust held by the shareholders. No matter the apparent case, they fail to determine the best methodologies to improve the people’s confidence. When this happens, the leaders struggle to look for working strategies to improve the confidence of the people. In this regard, addressing the stakeholders’ negative attitude will resolve the problem and restore their trust in the organizations and their leaderships. The change of attitude must encompass a realistic assessment of the current notions, the history of the existing relationships, and the readiness to change. Further, it incorporates the capacity of the change of confidence to affect the relationship in a positive manner. Ensuring that the top management embodies increased confidence Increased confidence is indispensable, inherent, and unsettling for the people throughout all the levels of the organization. When a feeble confidence strikes the leadership in various organizations, the employees turn to their leaders for strength, direction, and support. In this case, all the top level management must have the best confidence levels for them to challenge and motivate all the employees within the organizations. The CEOs and the top level leaders contribute to the confidence pillar in their organizations. If they fail to reflect the expected confidence, the employees will have confusions on how to address the ethical issues that arise from their daily activities. However, when the leaders ensure confidence in the lower level employees, it is easy for the workforce to execute their duties with self-confidence and motivation as they believe in their leaders. The situation will in return cascade the confidence to the shareholders and the people who receive services from the organization. The levels of trust will then accentuate leading to improved relationships between the communities, the government, and the various groups. Focus on building the confidence levels of the employees and the clients More often than not, the levels of confidence in the leaders and their organizations amalgamate with the beliefs, values, and attitudes of the shareholders. The confidence in various leadership practices carried out in the organizations reflects the behaviors of the shareholders and the employees. In this case, the leaders must refocus their strategies to ensure that they attain the best confidence levels among the individuals associated with the organization. Confidence demands creating, amending, retaining, and conceiving novel avenues to address the declining levels of self-confidence in the organizations and their leaders. In this context, the leaders must bring aboard visions that will help regain the lost confidence. They must reassure the participants that achieving the set goals and objectives will increase the trust of the shareholders and the interested multitude. Focusing on building the confidence levels require that the leaders find the ways to model, socialize, and reward the desired actions. In so doing, the people will have increased trust in the leadership positions and guide the shareholders toward attaining faith and reliance on the organizations and their leadership. Results of relevant research concerning loss of confidence Studies reveal that to address the challenge of lost confidence in organizations and leaders, the leaders must ensure improved management, continued learning, mobilization, and leading from the front. In perspective, the ethical researchers suggest that the leaders must find ways to mitigate the consequences of lost confidence among the shareholders and avoid the instances of losing organizational and leadership assurance. Further, they need to address the shareholders’ change of confidence towards the organization and the respective leadership practices. Many a time, leaders fail to implement the suggested strategies that ensure improved confidence among themselves, employees, and the larger society. Thus, more studies are in progress to ensure that better strategies are in place to realize confidence among the various organizations. Impact of lost confidence in the leaders Reduced commitment toward self-performance As the leaders and managers navigate through the management positions, they face high-value and complicated tasks that require high levels of self-confidence in addressing them. More often than not, the situation causes distress and anxiety among the leaders, especially the new ones, who feel ill-prepared toward the responsibilities. Correspondingly, if the leader has been achieving the best results for the organization, he or she may feel indebted if they fail. The loss of confidence is detrimental in leaders who believe that they must achieve the best. The case cause stress on the individuals leading to frustrations if they fail. For example, the leaders who get committed toward the success of their organization need to maintain the high-level confidence to ensure high personal performance. When the confidence levels fall, the leaders may start to put fewer efforts toward their respective duties and hence diminished performance levels. In this case, they seem stressed and never sure of what step to take to redeem their work performance. When this happens, the leaders’ attitude to attain positive results diminishes and lead to a crumbled self-confidence leading to declined commitment and self-performance at the workplace. Dwindled self-esteem and poor empowerment strategies Leaders need to have high self-esteem and better strategies to empower themselves to attain the results desired of them. In case of low self-confidence, the leaders tend to have lowered self-esteem. The situation affects the way the leaders will associate with the other members and their employees. For instance, managers and leaders with reduce confidence levels find it hard to interact with people across the board who have high levels of confidence and achieve great things for their organizations. Due to lowered self-esteem, the leaders do not identify the best ways that they can utilize to empower themselves and attain the best for their selves and the organizations they represent. For the leaders and the managers to instigate success, they must reflect on the discretionary stimuli and aim it at achieving the best results for themselves before moving to their organizations. Thus, the leaders need to have increased self-confidence to accentuate the self-esteem levels and help them identify the appropriate strategies for their empowerment (Chuang et al., 2013). Effects of loss of confidence in the profession Declined performance in organizations Organizations need to stay viable, visible and preserve their competitive edge in the context of a challenging environment. Many institutions must develop shared visions and encourage maximal communication among the shareholders. The situation cannot occur if the shareholders do not have confidence and trust in the leaders and their leadership practices. In this regard, the ethical professional must refocus their methodologies to guide the organizations and their leaders to achieve the expected levels of confidence (Chuang et al., 2013). Thus, the organizations that deal with ethical issues within the institutions develop to address the loss of confidence among the people regarding the leaderships practiced in various groups. In this regard, more ethical organizations define the exact things to teach their professional in the bid to identify the challenges that face the leaders and their leadership strategies. Instigation of research in the profession Due to the lowered confidence among the leaders and their organizations, the institutions that deal with the ethical issues in the leadership sector ought to initiate research to determine the causes of loss of confidence. They dispatch the best researcher in the field to examine the conception of confidence and come up with recommendations to help and guide the leaders in their daily activities. Having more experienced researchers in the field provides the root causes of the problems that face the leaders and in turn bring about the best methods to avoid such challenges. The research conducted brings about new knowledge into the profession and save the leaders and organizations vast resources that could go to waste. Recommended strategies to tackle the loss of confidence Inclusive participation of the shareholders All processes that take place in the organizations require inclusion of all the people to ensure identification and setting of achievable goals and objectives. The processes of designing and implemented every strategy in the organization must incorporate the various people that associate with the institution. In this case, the leaders will ensure that there are no persons left behind to drag the process of leadership (Kinsey, 2014). When there is inclusive participation from all the stakeholders, there is a mutual contract on the needs of the organization. In return, the participation will increase the levels of confidence both in the leaders and the shareholders because they set goals in one accord. Fundamentally, where there is inclusive participation, the leadership experiences sustainability in respect to the implemented strategies to address the aspect of loss of confidence. Evaluating the relationships In this context, the leaders need to reflect on their relationships with the shareholders. It is critical to evaluate the former and the existing relations to determine the strengths and weaknesses that exist among them. Kinsey (2014) adds that after assessment and insightful evaluation, the leaders can know where they have gone astray and improve the situation before it goes out of hand. Primarily, all evaluations need the leaders to include all the respective supervisors and managers to ensure that they look at every relationship to ensure that they identify the problems associated with this kind of loss. On the other hand, this kind of evaluation will allow the leaders to know their weaknesses and address them appropriately. Thus, knowing the strengths and weaknesses will lead to increased self-confidence in the attempt to design strategies to guide the leadership practices. Take responsibility for every action executed Leaders and managers ought to take responsibility for all the actions to succeed in gaining the confidence of the shareholders (Kinsey, 2014). Every step taken regarding a decision contributes toward the level of self-confidence of both the leaders and the shareholders. Thence, the managers must accept the consequences of the decisions they make. The situation leads to the establishment of trust among the employees and the society since the decision-makers are dependable on the actions they take for the organization. Thus, all the leaders that aim at achieving the highest levels of confidence must learn to take responsibility for their actions. Conclusion As observed, the leaders face numerous challenges concerning the loss of confidence in leadership practices and their associated organizations. The leaders have to implement various principles to address these problems. Some of the proposed strategies include; addressing negative attitude among the shareholders, ensuring that the top management embody self-confidence and focus on building the confidence of the employees and the clients. Failing to achieve increased trust leads to negative consequences among the leaders. For example, it may lead to reduced commitment from the leaders to self-performance, dwindled self-esteem, and declined organizational performance. Further, the professions respond by initiating new research that contributes to novel knowledge in the ethic industry. The leaders need to ensure inclusive participation, evaluate their relationships and take responsibility for their actions to realize increased confidence. Reference Chuang, S., Cheng, Y., Chang, C., & Chiang, Y. (2013). “The impact of self-confidence on the compromise effect.” International Journal Of Psychology, 48(4), 660-675. doi:10.1080/00207594.2012.666553 Greenacre, L., Ngo Manh, T., & Chapman, T. (2014). “Self Confidence, And The Ability To Influence.” Academy Of Marketing Studies Journal, 18(2), 169-180. Kinsey, Goman, C. (2014). “Building Self-Confidence.” Personal Excellence, 19(6), 10-11. Oney, E., & Oksuzoglu-Guven, G. (2015). “Confidence: A Critical Review Of The Literature And An Alternative Perspective For General And Specific Self-Confidence.” Psychological Reports, 116(1), 149-163. doi:10.2466/07.PR0.116k14w0 Simintiras, A. C., Yeniaras, V., Oney, E., & Bahia, T. K. (2014). “Redefining Confidence for Consumer Behavior Research.” Psychology & Marketing, 31(6), 426-439. doi:10.1002/mar.20705 Read More