The Concept of Leadership in a Changing World - Coursework Example

Leading in a Changing World number Change While positioning the roles of organizational leadership towards change process through extensive analysis and discussions, individual characteristics are equally critical in achieving change management success. Most studies confirm that the outcomes of the relationship across leaders’ attitudes and personality traits for change are critical determinants (Mastroleo, 2008). In addition, the emotional intelligence contribution to the attitudes in case of change management is significant as it indicates the overall benefits of the use of emotional intelligence measures past the influence of personality. The rather practical implications of the finding include discussions on the relationship to the various change project phases. The question arising in the focus is the role personalities and their related constructs have in the way people embrace organizational change (Adekola & Sergi, 2007). This is a specific concern for the affective aspects. In developing a change plan, the management seeks to have an identification of whether the employees’ personality will encourage the drive towards achievement to enhance the levels of acceptance or resistance to change. These traits form particularly relevant elements in the consideration of how individuals develop an understanding their respective dispositional organizational change responses (Fargus, 2000). It is also important to understand diversity in the organizations as people with diver backgrounds have different understanding of how there is a predisposition in responding to aspects of change through the development of essential coping mechanisms. One critical factor is ‘openness to experience’ as a concept with virtual definition in adaptation to diverse elements of change. It has special identity to change predilection in people across positive affectivities. With conceptual views, all other factors have relevance to elements of organizational change. For instance, individuals with high extraversion appear to propose their respective views for change as popular elements in gaining useful influence. The concepts of conscientiousness and agreeableness illustrate that people have a high likelihood of demonstrating goodwill towards the acceptance of change mechanisms as well as the performance levels at their level best (Ingram, 2009). In achieving success, people with high neuroticism experience stress and anxiety on issues relating to change. The model tests positive in the change context finding positive correlations across change acceptance and extraversion, agreeableness and conscientiousness, openness to experience as well as the negative relationship to neuroticism (Mastroleo, 2008). There are aspects of conscientiousness in creating contributing factors to ways in which survivors for the downsizing of continued to the performance and conscientiousness relating to acceptance of charges and the construct that includes the initiation of change. With particular relevance to this case is the dispositional cynicism that mostly amounts to “anger, manipulation, resentment, and bitterness”. Cynicism is a trait influencing an individual into viewing events from negative viewpoints and construing motives for those that orchestrate them through self-service and untrustworthiness. The dispositional cynicism has a distinguishing element in the management-related and organizational cynicism (DuBrin, 2009). Both of them come from perceptions of incompetence or injustice, lack of integrity by others or laziness. The concept of cynicism has a divergent meaning of skepticism while the cognitive evaluations for possibility of achieving successes in the venture are due (Fargus, 2000). The individuals with high negative levels have an inclination towards aspects of cynicism. The issue of organizational change is a representation of specific contexts through various there are various cynicisms arising from the same. The dispositional cynicism forms a particular illustration of the cynicism constructs playing diverse roles in the various aspects of change resistance. This includes the use of instruments, which include dispositional cynicism for change as well as conclusions of their empirical studies upon which cynicism is more of an acquired response than it is dispositional (Daft, 2011). There are tools for development and testing the measures of dispositional cynicism through sources of change resistance. The measures find considerable illustrations of this kind of cynicism across various organizational settings. It comes with due emphasis that even as personality plays an essential role in change adaptation, other variables are more influential for various people as well as for distinct forms of change (Tripathi, 2008). For instance, people with high neuroticism are possibly predisposed against matters of change and are nevertheless possibly to react positively to organizational changes. However, the change needs to be lowering their stress levels or even delivering valued outcomes. In addition, even the individuals showing significant conscientiousness, agreeableness as well as openness to experience has a probability of resisting change that clearly does not favor them and is unjust. The employee disposition focus relates to recipients as well as managers of change. While people continue initiating change by themselves, they naturally become supportive of the same as they develop ‘psychological ownership’ for such forms of change. Therefore, even though people embrace predilection towards avoiding or resisting change, they have thinking, feeling, and behavior that is different as they conceive and induce change leadership (Bhattacharya, 2009). The change leaders have a high level of risk taking, creativity, integrity, openness to ideas, and adaptability. For emotional fronts they appear to have utmost excitement, enthusiasm, passion and hope for the change in which they lead even though the need is that of addressing their frustrations, levels of anxiety as well as disappointment accompanying distinct stages. 2. Ethical leadership Ethical Leadership involves leading in knowledge and action of all the right things. The main hindrance to ethical leadership is the difficulty in defining “right”. Elements of ethical leadership fall in two main divisions. Here, the leader needs to ethically act as well as make decisions while ethically leading through their interactions and attitudes. Initially, the perspective of leadership is on the basis that the leaders’ main goal is that of increasing profits and production. The traditional leadership view gradually diminishes while there are theorists across the 20th century asserting that all leaders have a responsibility to ensuring moral standards coupled with ethical conduct (Bowles & Cooper, 2009). Excellent leadership involves competence and ethics as well as the transformation of people as well. For all forms of leadership, there is a responsibility for having influencing on the followers into performing actions, completing tasks, or even behaving in various ways. The effective leaders make gradual influence in processes; stimulating change in the followers’ values and attitudes, augment to the subordinates’ self-efficacy beliefs through fostering internalization for the vision of leaders. This focuses on the utilization of strategies for mutual empowerment (Ingram, 2009). There is a belief that nurturing elements in leadership raises organizational cultures while the employee values go to higher levels in terms of ethical concerns. In the end, ethical leadership needs ethical individuals in positions of leadership. In case the leaders remain ethical, they ensure that certain ethical practices happen across the organization. In simplest terms, ethical behavior embraces right actions and appropriate attitudes. The challenge in this is the definition of “right”. Various individuals have different cultures and religions hence a broad definition of the term. The acceptable women treatment and attitudes for slavery across different cultures and within diverse historic times provides prime illustrations of the way in which “right” varies (DuBrin, 2009). The ethical leaders have a strong distinguisher doing actions that are convenient, popular, and profitable towards achieving service of value in the long-term. They perceive the world to have an interconnection and hence, develop several multidisciplinary solutions in addressing complex problems cropping up on a daily basis. Instead of automatically extending the terms of payment onto suppliers within economic busts, for instance, ethical leadership will call for the supplier’s financial stability while eliminating the potential negative repercussions to suppliers. This is because all this trickles down to the employees and suppliers of the parties involved. For the company itself, the payment terms elongate. Ethical leadership goes ahead to consider other alternatives like sharing best practices requiring investments but further generating more value in the end (Crouse, 2005). It is therefore prudent for the ethical leaders to extend elements of trust to workers through the creation of conditions responsive to empowering suppliers, employees, as well as customers while engaging the necessary risks in creating game-changing innovations. For organizational managers, ethical practices in leadership fall in as critical. All business leaders need to engage decisions, which both benefit them and address the concerns of other people affected. Best leaders will be critical in demonstrating and clarifying their respective values as well as ethics through preaching them on their leadership actions and style. Such actions are inclusive of the communication completeness and accuracy of information in which there are professional, personal, legal, or ethical obligation involved. While the leaders involve ethical practices, they develop an aspect of respect as well as admiration for the employees who have a level of satisfaction in the knowledge of making moral choices (Bruce, 2006). While leaders never make their respective actions and choices evident to other people, the choices involved can be perceived to be a mistrust sign. The unethical actions for the workplace also include all aspects that formulate the taking of personal phone calls across their desks, to coming up with lies about the payment status and taking advantage of office supplies to satisfy personal application. Many organizations embrace ethical codes that are normally lists of rules telling the employees the kind of behaviors acceptable and wrong within the workforces (Gitman & McDaniel, 2008). For any organization, there is need to let employees have an awareness of the values from the start. The values include teamwork, efficiency, ambition, accomplishment, dedication, quality, and honesty. It is for this reason that as an ethical leader, one needs to demonstrate high integrity level which an aim of stimulating an atmosphere of leader trustworthiness. This becomes an important component for the followers towards accepting the leader’s vision. Such aspects become critical while the direct components ensure leadership in an ethical manner. The integrity and character for the leader avails the procedure for the personal characteristics direct to the leader’s ethical values, beliefs, and decisions to take shape (David, 2007). The individual values as well as beliefs form fundamental impacts to the ethical decisions for such leaders. The leaders around ethically oriented people have an awareness of how best their decisions influence other people. The application of their social power in serving the good comes above their preference in addressing self-serving interests. For ethical leadership, there is relevance for the leader to have a consideration of how actions and decisions taken affect other people. 3．Business and Leadership One of the important aspects in leadership is being dependable through constant delivery on set commitments. As a highly performing leader, it is critical to deliver on all promises on a consistent basis. In case there is need to develop senior teams, the leader needs to uphold the dynamics of diversity. The other element is announcing the important senior meetings in teams held on a weekly basis towards improving prioritization in the firm. This stretches to sending out the significant sequences for the measurable outcomes accomplished within the sessions in advance (Gitman & McDaniel, 2008). With the aim of achieving high performance, the leadership needs to illustrate the meaning of what it says. There is an element of practicing what the top management preaches. If it states that all members of a given team need to be accountable, there is need to step towards specifying the kinds of deliverables the teams are more responsive of the achievement and description of the results. This is the only way of achieving accountability in leadership. In the event that there is an asking of people to inform the concerned persons through changing the occurrences, the leadership need set example and follow it through. The management also needs focus on founding opinions (Naidu & Rao, 2009). True leaders will also focus on supporting their views using well-grounded documentation and statements. Prior the exploration of strategic solutions, the management needs to explain the reasons and procedures of the strategies’ execution rationale. For the return on investment for the organization provides extensive concrete examples for the justification of the recommendations. It is also credible through doing business optimization research as well as presenting well-grounded reasons towards improving the business. Another skill that leaders needs have includes ethical practices. For all environments in strategic business management, a good performance leader is on a constant approach to making hard judgments. Operational ethics will involve diverse aspects for the accurate description of career history in remaining honest to the clients. For instance, a hard decision for leaders includes the recognition and having to reward high performance. Through setting due criteria towards promotions or bonuses in advance, it is also important to base decisions for the greater good through setting examples of ideal ethics for the rest of the organization to follow. The knowledge that utmost transparency and honesty are the underlying policy is of importance. The elements of strategic leadership need due honesty across all people. In questioning this, the answers need be very accurate. For confidential information, it is prudent to communicate that up front including explaining why (Gennard & Judge, 2005). In maintaining alignment as well as focus within the senior team, the direct reports need information that is true as for illustration. The leadership is in such a case clear and straightforward with people involved. A culture of knowledge ability and credibility is of essence. While racing to reach the top, the leadership needs a good foundation for knowledge as well as business savvy. In absence of these, there will be a lack of gaining the respect from subordinates or even not last long. An understanding for these elements making up the organization will allow for personal working environments in all departments. It also goes way into earning the team’s trust. The various exercises and games for team building sections work well through demonstration, assessment, and development of leadership. The managing or leading exercises are flexible activities towards the illustration of differences between leading and managing. With respect to leadership exercises in leadership abilities experiential development, the focus is on leadership challenges for managing and leading teams. This task is secondary and hence, there is a virtual team exercise with suitability towards giving each of the leaders a team of people to lead (Tripathi, 2008). Having bigger teams ensures a bigger leadership test. No complicated exercises are necessary in creating certain leadership challenges. The overall leadership challenge produced by organizing, planning, and motivating people is important. If tasks are complex, they obscure the overall team’s leadership issues through hampering or distracting from leadership qualities and skills (Kaur, 2006). In leadership development, opt for exercises including achievable and enjoyable challenges such as basic games of newspaper towers sufficient for good leadership tests through creation of teams for one leader to lead. Lastly, good leadership across the current age importantly requires behaviors and attitudes characterizing and relating to humanity. Such concepts like serving are fundamental in any leadership role. Efficient leadership will involve service to the organization and group as well as people in it. The ineffective leaders seek to invert the principle while merely considering that the leaders need service from the people. Such faulty ideologies foster a notion in which leadership have opportunities of taking the acquisition of personal status and advantage irrespective of the expense to others and is wrong (Cassidy & Kreitner, 2009). Leadership forms a fundamental opportunity in giving service to the organization and peoples involved. The current notions for servant leader as well as servant leadership have major attributes to the leadership philosophies and concepts through a serving function as compared to a served on. This is old indeed and popular among the ancient civilizations as well as religious writings. References Adekola, A., & Sergi, B. S. 2007. Global Business Management: A Cross-cultural Perspective. New York: Ashgate Publishing, Ltd. Bhattacharya, M.. 2009) Compensation Management. New Delhi: Excel Books India. Bowles, D., & Cooper, C. L. 2009. Employee Morale: Driving Performance in Challenging Times. London: Palgrave Macmillan. Bruce, A. 2006. How to Motivate Every Employee: 24 Proven Tactics to Spark Productivity in the Workplace. London: McGraw Hill Professional. Cassidy, C., & Kreitner, R. 2009. Supervision: Setting People Up for Success. New York: Cengage Learnin. Crouse, N. 2005. Motivation Is An Inside Job: How To Really Get Your Employees To Deliver The Results You Need. London: iUniverse. Daft, R. L. 2011. Management (10th ed.). Australia: South-Western. David, F. 2007, Strategic Management: Cases and Concepts, Pearson Education, New Jersey DuBrin, A. J. 2009. Essentials of management (8th ed.). Mason, OH: Thomson Business & Economics. Fargus, P. 2000. Measuring and improving employee motivation Financial Times. London: Prentice Hall. Gennard, J., & Judge, G. 2005. Employee Relations. New York: CIPD Publishing/ Gitman, L. J., & McDaniel, C. D. 2008. The Future of Business: The Essentials. New York: Cengage Learning. Ingram, H. 2009 Organizational Transparency, Employee Perceptions, and Employee Morale: A Correlational Study. New York: ProQuest. Kaur, H. B. 2006. Organisational Culture and Employee’s Morale. New York: Deep & Deep Publications. . Mastroleo, N. R. 2008. Comparison of Supervision Training Techniques in a Motivational Enhancement Intervention on College Student Drinking. New York: ProQuest. Naidu, N. V. R. & Rao, K. 2009. Management And Entrepreneurship. New Delhi: I. K. International Pvt Ltd. Tripathi, P. C. 2008. Principles of management (4th ed.). New Delhi: Tata McGraw-Hill Pub. Read More