Leadership in Terms of the Participative Theory - Essay Example

? Number Leadership Number Leadership is the ability to lead a group of people or an organization. In essence, it involves the establishment of a clear vision, with a clear vivid picture of the destination, and a grasp of success and how to attain it. Secondly, the vision should be shared with others so that they can willingly follow (Northouse, 2009). Thirdly, the leader should provide the knowledge and methods needed to realize the vision and influence others to buy into the idea. As passion is contagious, the leader must communicate in a passionate and clear way. Consequently, the leader should coordinate and balance the conflicting interests in stakeholders and be able to think and act creatively in difficult situations. There are traits that a leader should posses. Integrity, honest deals, controlled emotions with a predictable reaction to issues and an absence of harsh outbursts. Dedication is spending more time and energy to realize the vision by inspiring other members by example. Magnanimity is to give credit where it is due and be responsible for failures and humbleness to elevate everyone (Daft & Lane, 2011). A leader should have an open mind to listen to new ideas and suspend judgment while listening to others ideas, check the facts before passing judgment to gain trust and respect. Leaders are to be creative to think differently and lead to new directions. Humor fosters good camaraderie. Humor is vital for a leader to relieve boredom, tensions and defuses hostility. This paper examines my leadership in terms of the participative theory and presents the plan of action to improve my motivation and leadership skills. Leadership theories, styles, and their influence on motivation The skills theory states that knowledge and abilities acquired by learning are significant factors for effective leadership. The argument in this theory is that skills and qualities learned, developed and acquired are keys to leadership performance. Skills are what leaders can accomplish, whereas traits are who leaders are (Northouse, 2009). Technical skills are knowledge, competency and proficiency in a specific work. For instance use of computer application software as MS office. Human skills assist us get along and communicate with people. Conceptual skills help leaders better decide and comprehend the actions and measures for ideas and concepts. To some extent, the theory disavows a connection between the inherited characteristics and capacity to be an effective leader. However, it brings confusion when someone holds the skills and qualities but do not become a leader. This is one of the difficulties in using skills theory to explain leadership (Northouse, 2009). The situational theory, suggests that one needs to adjust and adapt to the circumstances in different situations to be an effective leader. The choice of action is based on situational variables. Factors to determine how to adapt are the competence and commitment of the stakeholders. Either aggressive decisions are made or there is room for negotiations (Ortimiere & Meese, 2010). In this theory, the leader may involve all members when making a critical decision and be task relevant. To determine the duties to assign, the leader should know the maturity level of followers in relation to a specific task. Therefore, situational leadership influences activities of individuals towards goal achievement in a given situation. According to the contingency theory, success depends on the leadership style, the qualities and traits of the followers and the aspect in which the situation is. It advocates for a positive approach towards unforeseen incidents. There should be a match between the leadership style and the unique situation or setting. It is different from the situational theory since, in situational the focus is on adapting to situations while in contingency effective leadership depends on the degree of fitness between a leaders qualities, style and that of a situation (Daft & Lane, 2011). The elements to be looked at are the task structure in terms of unstructured or highly structured. The relations between the leader and the members should be analyzed in terms of loyalty, support and dependability. The power to direct, reward and punish is an element not to be left out. The leader member exchange (LMX) theory incorporates the ideas of the members in solving a difficult situation. It postulates that effective leadership should be able to involve all members. This acts as a motivation as the esteem of members is built, and the members feel recognized in the organization. This helps realize the goal of the firm (Northouse, 2009). The manner in which a leader provides direction, implements plans and motivates the followers is the leadership style. A good leader will use the many styles of leadership but a bad one will stick to one style. The authoritarian or autocratic style informs members of what they are supposed to do and how the task should be accomplished. The stakeholders should be well motivated to accommodate this style. Normally, it has phrases like;” I want both of you to check the mail at the post office.” Secondly, the participative or democratic style involves the leader and other members to make decisions but the leader has authority for the final decision. It shows a level of strength, respect and mutual benefit as members become part of the team. In addition the phrase used is, “let us work together.” The last style is the delegate or free reign where the leader has full trust and confidence in members and sets priorities and assigns tasks. However, it should not be used as a blame tool when things go wrong. The words used for example are, “take this document to Apple Company” (Daft & Lane, 2011). Positive leaders use rewards like education and independence to motivate their followers. On the other hand, negative leaders give penalties as job loss, reprimands and pay cuts. Though the negative approach has a place in leadership, it must be used carefully as it may influence the human spirit. Those who work primarily on the positive are regarded as leaders. There is a difference between a leader and a manager. A manager is someone who is hired to manage the operations of a group of people while a leader is someone who leads a team because of his skills and talents that are high than those of the entire team. A leader should be recognized by team members and posses influential inherent traits. A leader should have characteristics like critical thinker; have a mind that can analyze situation. Motivator is the ability to positively influence others. Goal oriented is when there is commitment to accomplishment of the vision. Innovator is where the leader modifies problems into solutions. Listener is giving an attentive ear to other people ideas. These distinguishing characteristics are to be found in a leader. As a follower, I would prefer the participative approach to leadership that tries to gunner all ideas of members as it acts as a motivator and moulds a sense of self worth. Moreover, the skills approach adds value to both the leader and the member. When members feel appreciated, they will work to the full realization of the organization vision. The human needs of the followers should be met to encourage teamwork and provide psychological support. The follower should be kept busy and urged to produce to realize the vision. Leadership should be directed outwards to the members (Ortimiere & Meese, 2010). The participative model is used to describe how best to influence others. The rules, conditions and vision statement of the organization should be well spelt out to make the people comply. Positive methods of rewards should be made. For instance, training of followers on the goal of the firm adds value to them and the organization as a whole. This greatly motivates them. To improve leadership positions, the requisite skills and traits need to be incorporated in individuals. Once done, people can solve a number of issues and difficulties. Leaders need to be optimistic and focused on the vision of the vision of the firm. The goal of the leader should be to influence others and act decisively when solving issues. In bringing together and fostering harmony and understanding in the group members, the goal of the firm will be attained. The plan of action for leaders is to be able to influence members and make people feel recognized in the firm (Ortimiere & Meese, 2010). To improve the motivation portfolio, members should be trained and educated within some limited time and encouraged to work independently and in groups as individuals. The leader should motivate the security needs as job security, psychological needs as compensation to buy food, esteem needs as titles, social needs of acceptance and self-actualization by giving credit where it is due as an achievement. The timeline to complete the self-improvement goals are within a period of three months and a proper benefit analysis made in every month on the progress of the improvement. When we work with time, we ensure that we are, temperate in the deals we undertake (Daft & Lane, 2011). References Daft, R. L., & Lane, P. G. (2011). Leadership (5th ed., International ed.). Mason, Ohio?: South-Western Cengage Learning. Northouse, P. G. (2009). Introduction to leadership: concepts and practice. Los Angeles: Sage Publications. Ortmeier, P. J., & Meese, E. (2010). Leadership, ethics, and policing: challenges for the 21st century (2nd ed.). Upper Saddle River, NJ: Prentice Hall. Read More