Increasing Transformational Leadership - Assignment Example

LEADERSHIP AT OSIM By Name Course Instructor Institution City/State Date Leadership at OSIM Introduction Bartol et al. (2008) define leadership as the process wherein an entity influences a team of persons to accomplish a common goal. Importantly, the goal is achieved by joint collaboration as well as interconnected behavior. What’s more, a leader instils a sense of positivity and leads his followers to realize a certain goal. A range of theories have been invented by psychologists to enlighten a leader’s traits. A number of traits of a good leader as listed by Bartol et al. (2008) includes: good judgment, adjustment, and extraversion, honesty to understanding, wide-ranging self-efficacy as well as carefulness. Davidson (2009) infers that an entity having such traits becomes a good leader. A different theory affirms that great occurrences guide a normal person to surface as a leader. Subsequently there is another theory which stresses that leadership is a process or transformation; therefore, any person can turn out to be a leader by acquiring the leadership competencies. The paper provides a critical analysis of leadership at OSIM, with regard to leadership styles, sources of power and influence, and leadership traits. Part A Ron Sim exhibits democratic style of leadership, and which according to Fitzgerald and Schutte (2010, p. 496) involves the sharing of the management abilities by the leader with employees through promotion of OSIM employees’ interests and by practicing societal egalitarianism. This leadership style according to de Vries, Bakker-pieper and Oostenveld (2010, p. 369) entail debate, discussion, as well as sharing of concepts, and support of OSIM employees to feel appreciated with regard to their participation. Notably, the limits of democratic involvement tend to be bounded by the employees or company wants and the involved value of individuals’ characteristics (competencies, feelings, and so forth.). Ron Sim democratic style entails the belief that all and sundry, by virtue of their individual eminence, must take part in company’s decision making. The style of leadership needs Ron Sim to make decisions on who must be invited within the team and who is offered the right to partake decisions making process. Characteristics exhibited by Ron Sim include empathy: developing a legal rapport with employees makes it less probable for individual concerns as well as anger to crop up and disrupt the team. Given that OSIM discerns that Ron Sim is empathetic to their issues, they always work with him and share in his vision, instead of promoting negative attitude. Besides that, Ron Sim is a consistent leader, and as a result, he has gained credibility and respect, which according to Waddell et al. (2012) is vital to receiving buy-in from employees. By setting an equality and trustworthiness example, OSIM employees always aspire to behave the same way as Ron Sim. An additional characteristic of Ron Sim leadership style is that he lends himself to credibility. Buchanan and Huczynski (2004) posit that leaders, who are honest, in particular with regard to employees concerns, are able to address the incoming impediments instead of avoiding them. Honesty without doubt has permitted Ron Sim to positively grow. Having the aspiration to achieve great things, and the resources to set the strides needed to reach there has been a vital characteristic of Ron Sim leadership style. Effective communication has as well helped Ron Sim keep the employee working on the accurate projects with the precise approach, bearing mind the fact that if a leader communicates efficiently with regard to employees’ issues as well as expectations, the workers will probably act in response and meet the company goals. Besides that, Ron Sim understand that not all setback needs the same resolution, so he is flexible to novel ideas and tolerant enough to reflect on them; thus, heightening the possibility that he will come across the most favorable solution. As a result, Ron Sim sets a good example for the employees and good ideas are always awarded. Ron Sim has a willingness and strong vision to be successful, and this remains to be a vital attribute of leadership style. Ron Sim believes in the company mission and works hard to achieve it, and this has been a motivation as well as a wherewithal to their group. Part B Ron Sim uses several sources of power, which includes informational, coercive, reward, legitimate expert, referent, and legitimate power. Each of such power sources derive from Ron Sim who has professional knowledge and can make rules and regulations that employees have to follow. Davidson (2009) defines power as the capability to influence the others individuals behavior with or without opposition. Legitimate power is the Ron Sim power owing to the relative duties as well as position he holds within OSIM. Referent power on its part is the ability or power of Ron Sim to draw others and develop loyalty, and it is rooted in the interpersonal as well as charisma competencies of Ron Sim. Ron Sim is well-liked due to certain individual trait, and this high regard generates the chance for interpersonal influence. Ron Sim expert power is stems from his competencies or know-how as well as the company's desires for such competencies and know-how. On contrast, this power source is normally extremely definite and restricted to the particular field wherein the professional acquire his/her skills. Ron Sim reward power has always relied on his ability to award material rewards; which according to Fitzgerald and Schutte (2010, p. 498) is the extent to which the leader can offer others an incentive like time off, benefits, promotions or preferred gifts. Ron Sim coercive power is based on utilising off-putting influences, and it entails the ability to hold back other incentives or demote. Basically, the need for valued incentives or the panic of having them in remission guarantees the compliance of those below Ron Sim. Finally, Ron Sim informational power is rooted in the possible application of informational wherewithal. This power according to Waddell et al. (2012) can take place through persuasion or rational argument. Each of such power source and its application can be integrated and applied so as to establish how to best utilize influence positively in an organisational setting. It is vital for Ron Sim to positively utilize such power sources so as to gain support and respect from employees. Part C Some of leadership trait exhibited by Ron Sim is the ability to communicate. Basically, in any company, knowledge is power, and leaders make sure that all workers is offered with complete as well as state-of-the-art information with regard to the company’s goals and objectives, achievements and letdowns, and performance. To attain this connection performance, Ron Sim offer sufficient channels for two-way communication between managers and workers, keenly soliciting their concepts for enhancement as well as rewarding workers after submitting them. The communication ability has often proved to be an essential element of leadership, given that it is through the ability to communicate effectively that enable Barrack Obama to be the president of US. Another trait exhibited by Ron Sim is being decisive bearing in mind that decision making is the most fundamental role of any leader. Successful leaders are always not scared to be decisive, and once they have all the needed information to make a well-versed decision, then they never vacillate to make it. For instance, China leaders have always been decisive with regard to the support in Africa in what the Western term as modern colonization, but the benefits acquired by China from their support is enormous and beneficial to its economy. Another trait is being able to take an inspiring action, by trying to paint a future vision that motivates the employees to do anything that can make OSIM realize its goals. Ron Sim being seen as a best leader also eliminates the OSIM barriers that restrain workers’ natural initiative as well as creativity, setting free a remarkable amount of power in the process. Ron Sim is an optimistic leader who always looks for the positives in employees, assisting them triumph over their own feelings of self-distrust and diffusing optimism all through OSIM. Another trait exhibited by Ron Sim is integrity, and research proves that workers always want leaders with integrity. Just like Nelson Mandela who was sincere, fair, honest and straightforward, and treated all and sundry equally that he would desire to be treated; Ron Sim exhibits the same traits at organizational level. Part 4 Ron Sim is a transformational leader since he aspires to openly to transform OSIM as well as organisational leaders; thus, to some extent making the employees the transformation product. Being a transformational Leader, Ron Sim is time and again charismatic, but is not as egotistical as actual charismatic leaders, who accomplish something by believing on themselves instead of using others’ belief. However, there are holes in Transformational Leadership, particularly when confidence as well as passion is mistaken for reality and truth. Whereas it is factual that great things have been accomplished by mean of enthusiastic leadership, Fitzgerald and Schutte (2010, p. 500) argues that it is also factual that scores of fervent entities that have led the company to bottomless abyss. Therefore, when someone believes he/she is right person, it does not denote he/she is actually the right person. Ironically, the energy that makes leaders keep going can as well make them to quit. Besides, transformational leaders time and again have enormous passion which, if inexorably used, can exhaust their employees. Ron Sim always exhibit intellectual stimulation, and as a transformational leader, he does not just challenge the company’s status quo; but as well promote creativity in the midst of his followers. Ron Sim always persuades his employees to search for novel means of carrying out activities as well as novel opportunities to become skilled. As a transformation leader, Ron Sim offers individualized consideration, bearing in mind the fact that transformational leadership entails providing encouragement as well as support to entity followers. So as to foster accommodating relationships, Ron Sim always keep communication lines open in order that employees can share ideas and in order that other OSIM leaders can present direct acknowledgment of the exceptional involvements of every worker. In addition, Ron Sim offers inspirational motivation to his followers, and has a clear vision that they can enunciate to workers. As a leader he is as well in a position to assist workers experience the similar motivation and enthusiasm to accomplish these goals. Conclusion In conclusion, Ron Sim can be seen as a person who stands not just for his cause but as well motivates other persons and takes responsibility. With regard to characteristics of the various leadership styles, we have shown that Ron Sim uses a democratic form of leadership with characteristics such as empathy, coincidence, confidentiality, and effective communication. Ron Sim uses several sources of power, which includes informational, coercive, reward, legitimate expert, referent, and legitimate power. Besides that, leadership traits demonstrated by Ron Sim include: ability to communicate, being decisive, inspiring, and optimistic. Ron Sim is a transformational leader who is always determined to offers inspirational motivation to his employees, References Bartol, K. et al., 2008. Management: A Pacific Rim Focus. 6th ed. Sydney : McGraw-Hill Australia. Buchanan, D.A. & Huczynski, A.A., 2004. Organizational Behaviour: An Introductory Text. 5th ed. Sydney: Financial Times Prentice Hall. Davidson, P., 2009. Management: Core Concepts and Applications. 2nd ed. Sydney: John Wiley & Sons Australia. de Vries, R.E., Bakker-pieper, A. & Oostenveld, W., 2010. Leadership = Communication? The Relations of Leaders' Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes. Journal of Business and Psychology, vol. 25, no. 3, pp.367-80. Fitzgerald, S. & Schutte, N.S., 2010. Increasing transformational leadership through enhancing self-efficacy. Journal of Management Development, vol. 29, no. 5, pp.495-505. Waddell, D., Devine, J., Jones, G. & George, J., 2012. Contemporary Management. Sydney: mcgraw-hill. Read More