Leadership as a Social Process - Article Example

Leadership and Change Management By Student’s Name Course + Course Name Professor’s Name University Name City, State Date Introduction Leadership refers to a social process in which one particular person influences the behaviour of other people without necessarily threatening or using violence. A leader can therefore be defined as somebody who has followers. Leadership has been ascertained to have 3 sets of meanings, which can be used simultaneously like for instance the attributes regarding the occupancy of a particular position in a given social structure, the characteristics or qualities of a particular individual or the categories of behaviour, which are linked with a particular individual. Despite the fact that leaders are capable of rising from the ranks, it has however been ascertained that leadership has tended to favour those people who are already in positions of “social dominance” like for instance those who are better housed, fed, educated or those who already have access to social networks or resources. According to the Leadership Qualities framework, a leader should have several leadership qualities like for instance self-belief, self-awareness, self-management, drive for improvement and even personal integrity. On the other hand, leadership can be regarded as being a series of behaviours or acts, which can be performed by any given member of a particular group regardless of one’s power and status. The competent and consistent performance of the acts in such categories actually increases the likelihood of any given person emerging as either a leader or a group or task oriented leader once they internalize their own success based on their actions (Robert 2007). For one to become an inspirational, they must have six attributes namely, be an enabler, team builder, social adaptability, reflective, self-belief and be an enthusiastic leader (Adair 2009). There is therefore a lot that managers need to do in order to increase their chances of being called as leaders. Leadership can therefore be regarded as being partly founded not only on ideas that are morally sustaining but also on myths, which are socially integrating. Leadership from Carter’s Perspective According to an article titled “Approaches to leadership: The Application of Theory to the Development of a Fire Service Specific Leadership Style”, Doctor Harry Carter asserts that powerful trends are going to shape the fire service during the next ten years. Not only through changes in the departmental structures but also in the roles and alterations on the demands, which are placed upon the fire, service personnel. As a result, for the fire department to operate effectively there is need to have effective leadership since it is a vital element in the operational management of the organization (Robert 2007). It is further asserted through the article that the leadership skills that are need in order to effectively operate a fire department. The article therefore asserts that there are various leadership styles that can be used by a person in a leadership position, which calls for leading other people (Adair 2009). Leadership is therefore a vital element in the provision of any kind of service all over the world because it is like oil, which lubricates any kind of operational machine. As a result, Carter’s article asserts that leadership is particularly vital in emergency service situations like for instance that of the Fire Service (Adair 2009). As a result, Carter and others suggest that there is a clear correlation or relationship between diminished skills in leadership and an in increase in the dangers that the members of the fire citizens as well as the citizens are exposed (Yukl 2002). As a matter of fact, if the service is not actually presented in a timely way and by people who are well led, then people’s lives could have been placed at risk (Robert 2007). Given the fact that leadership is a vital element in delivery or presentation of fire service, then it is quite ultimate that the search to obtain best means of providing leadership for people in the fire department actually consumes a lot of not only time but also efforts as well (Thompson and McHugh 2002). Scenarios where Carter’s perspective on leadership can avail Various scenarios call for the application of Carter’s perspective regarding leadership. For instance, leadership should abound in situations of rescuing endangered lives, protecting life that is potentially at risk, stabilization of the incident, stopping the loss, in fire control and in the conservation of property (Furnham 2005). In addition to that, Carter asserts that any operation dealing with fire fighting normally comprises of various vital and linked physical tasks (Adair 2009). Which are all conducted within the framework of operations that are synthesized through people in leadership positions like in the rescue of occupants who are endangered, extinguishing of fire, ventilation aimed at saving lives and also ensuring that there is a safe working environment (Beynon 2002). For the fire fighters, protection of exposures, overhauling in order to fully extinguish the fire and therefore ascertain its source of origin, confinement of fire to the small area and also conducting or carrying out salvage operations with an aim of limiting the damage to the contents of the building on fire (Robert 2007). The above actions are actually performed by people who have formed themselves into groups (Thompson & McHugh, 2009). Just like in other organizations, fire departments also comprise of people who work together through a coordinated effort in order to achieve common sets of goals and the most successful actually conduct their affairs as a team (Robert 2007). The delivery of efficient and safe fire fighting services is highly dependent on effective leaders who are capable of commanding both loyalty, respect, and be capable of functioning effectively in various crisis type situations (Remmé 2008). Advantages of Carter’s Arguments Carter and others asserted that the conduct of operations dealing in fire fighting is a field of endeavour that should be accomplished by not only teams, which are well trained, but also by fire fighters who are well motivated (Adair 2009). This system is advantageous because each person’s efforts create a part of the whole team’s general efforts. As a result, despite of the leadership style that has been adopted, each of them would actually seem to depict the fact that such a particular approach must actually have a very deep and abiding principle for an individual person at its core (Robert 2007). This particular concern regarding an individual is therefore extremely beneficial and important. The fire service leadership comprises of a combination of various attributes, which are linked with various leadership models that can be changed in order to suit the emergency demands of the fire service (Stogdill and Bernard 1990). Disadvantages of Carters Arguments Based on the article, it is ascertained that the charismatic type of leadership may be disadvantageous because the leader normally sets out expectations, which are unrealistic, individuals become more dependent on the leader and individuals actually become more reluctant in disagreeing with their leader (Robert 2007). Apart from that, the leader must also deliver or present an aura containing continuing magic and the approach is also limited towards the skills of an individual leader (Goss 2001). Barriers towards the full actualization of Carter’s Arguments and Leadership Concepts in the Fire Service Leadership change is actually an unavoidable element in each organization and thus the ability of seizing the chances that it presents really underpins the success of all firms (Robert 2007). It is therefore not enough for employees in the Fire Fighting service to survive change but rather, there is need for such people to flourish in environments, which are ever changing if they want to realize their full potential and therefore significantly contribute to the success of their organization. There are various barriers towards the full realization or actualization of Carter’s arguments and leadership concepts in the Fire Service (Hayes 2007). Given the fact that change is actually a function of dissatisfaction regarding the present, a shared vision about the future and it involves some of first practicable steps, each of the above elements is actually key and thus it needs to be leveraged fully to bring out the desired changes in the fire service (Adair 2009). This is because change leadership deals with working with each particular element above. Change leadership also deals with ensuring that all the individuals in a particular organization are able to understand changes and the organizational and personal impact that it may create (Tushman and Anderson 2004). It also seeks to ensure that they have the confidence and capabilities to flourish in the relevant changing environment of the contemporary business. However, various barriers have been responsible for ensuring that there is full actualization of leadership contents (Sarget 2006). Some of these barriers therefore include among others lack of understanding regarding the leadership change in itself and poor alignment because of a lack of priorities, direction and a clear vision (Robert 2007). Lack of leadership in the Fire Fighting service, which is required to not only inspire but also engage individuals’ energy and relentlessly keeps moving forward, is also one of the factors behind the lack of full actualization in the arguments and also in the leadership concepts in the Fire Service. The lack of a strong project management and the lack of focus is also one of the barriers towards the full actualization of the leadership concepts (Collins 1998). This has therefore led to lack of independencies and accountabilities between the roles (Adair 2009). Starting with a failure in the identification of major stakeholders and failure of undertaking a detailed analysis of their specific preferences or needs coupled with the lack of a detailed engagement and communication strategy is one of the barriers that have hampered the full actualization of carter’s leadership concepts and arguments in the Fire Service. The lack of a clear process for the management of both beginnings and endings and in the coordination of the change process has also been depicted as a barrier towards the full actualization of the change process (Robert 2007). In other cases, individuals are not actually involved in the development of quick wins and in the communication of such wins, which are really required in order to build credibility regarding such changes. Another known barrier towards the full actualization of Carter’s arguments and leadership concepts is that the practices of people are not well re-aligned and reviewed yet this is required so as to ensure that people in an organization are capable of operating in a new environment and the change is sustained (Adair 2009). In addition to that, another barrier lies in the fact that the successes in the Fire Fighting services are not normally celebrated, communicated or even recognized. This is despite the fact that such actions are needed in order to gain commitment and increase the rate of change in a new way through which things are done (Robert 2007). Given the fact that change is really something that is not only tiresome but also requires some extra effort, there is need for individuals to see that such efforts are paying off and that their own contributions are significantly valued (Wilson 1992). From Carter’s article, it can also be ascertained that progress in the Fire Fighting Service is not measured and even learning is not normally reviewed yet this is really required to sustain the leadership changes (Adair 2009). Another barrier that was ascertained to have resulted in the lack of full realization or actualization of Carter’s leadership concepts and arguments is that individuals’ barriers or issues towards change are not well defined and as a result, there are no actions aimed at addressing such issues thus leading to poor morale, low engagement and poor working environments (Robert 2007). Summary The preceding discussion regarding leadership in the fire service has actually resulted in the development of various skills and attributes which need to be depicted by leaders practicing in the fire service. They are therefore a distillation of numerous attributes that are found in the leadership theories that will well serve the fire service like for instance during the times of concern and uncertainty that may include courage, integrity, pride, honesty, forcefulness, judgement, faith, high principles, responsibility, loyalty, desire of knowing, reliability e.t.c. It is therefore prudent for the current crop of leaders not only in the fire service but in all arenas as well to exemplify these attributes as they work in their various departments. It is quite apparent that the real use of such qualities by individuals in leadership positions having the ability of influencing a majority of their followers will ultimately result in an enhanced leadership posture. It can also be correctly be ascertained that leadership as ascertained by Carter actually requires the full integration of concern and support for individuals having the need of considering the tasks and the environment which needs to be completed or accomplished. A good “Fire Service Leadership Model” must therefore have the following attributes. The model should have a concern for individuals and a knowledge regarding the emergency plans, a list of tasks, which ought to be accomplished, a thorough comprehension of the missions, which need to be achieved by the operational forces. In addition, the ability of processing information accurately and quickly, the ability of generating trust in the ranks of individuals that the leader is working with and the ability of intellectually stimulating those individuals to work towards the realization of an organization’s goals and also in the emergency operations. Conclusion From the article, it can be truly deduced that there is indeed no single, simple all inclusive model that is capable of fitting in the fire service. Based on the analysis of the different types of models, it can be ascertained that unlike in other services, a leader in the fire service must actually have a clear comprehension of the tasks, which need to be accomplished by his specific firm and also have a good understanding of the people that are being led. It can therefore be genuinely ascertained that the use of leadership capabilities in any particular death or life situation is neither easy nor is it simple. Based on the research analysis, and evaluation of the current body of knowledge regarding leadership, one can easily be presented with a model of leadership that can be beneficial not only to the current crop of fire service leaders but also to those ones in future as well. It has also been ascertained that the critical elements in the provision of fire service leadership actually comprises the ability to create an awareness regarding the role, which ought to be played by all the members of the team. Others include the ability of generating loyalty, the ability of intellectually stimulating the members of the team and having a touch of charisma aimed at catching the team members’ attention. On the other hand, the attributes of servant theories and transformational theories of leadership actually seem to present the most promise aimed at training the fire service leaders in order to prepare them in facing the unique challenges, which are presented in an emergency service world. It should be known by all and sundry that nobody in the world is born with the role of being a leader. Instead, leaders are only capable of being developed via conscious efforts, which synthesize various elements of reading, training, practice and review into a fervent interest and desire to work for the people and with the people. Indeed, future research regarding the mentoring and coaching could therefore take particular fire service “leadership models”. References Adair, J 2009, Leadership and Motivation, Kogan Page, London Beynon, H 2002, Managing Employment Change: The New Realities of Work, Oxford: Oxford University Press. Collins, D 1998, Organisational Change: Sociological Perspectives, London: Routledge. Furnham, A 2005, The Psychology of Behaviour at Work: The Individual in the Organisation, London: Psychology Press. 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Wilson, D 1992, A Strategy of Change: Concepts and Controversies in the Management of change, London: Routledge, UK. Yukl, G 2002, Leadership in Organisations, 5th Ed, New Jersey: Prentice Hall. Read More