The Psychology of Leadership - Coursework Example

THE PSYCHOLOGY OF LEADERSHIP The study of Industrial Psychology (IO) entails the pragmatic study of human behaviour in the workplace and the way they act in their mental processes. The focus of every leader of an institution is to revitalize their production quality. Such a state can only happen if the organization manager makes use of the feasible theories of leadership that might help to get the best results from the available employees. As psychologists would have it, leadership is a process, a social, motivational, and cognitive process (Anderson 2001, p. 50). A prudent leader learns from such as this would help with the successful management of people at work. The current working class in the corporate world has changed the trends on leadership models necessitating needful adjustments of leadership approaches. Modern leadership theorists have identified theorists such as Fiedler and Maxwell approaches as an answer in the best way to manage the human resource in the workplace. For people to find pleasure in their work, they ought to be fit for the task, they should not do too much of it, but rather each worker must have the sense of success in whatever they do. The winning formula, as reiterated by these theorists is by influencing the human mind (Arnold 2005, p. 85). Between these theorists, they propose approaches to leadership such as Fiedler contingency and cognitive resource theory, transformational theory, as well as the transactional theory as of much relevance to the context of the workplace in the modern world. These existing theories in leadership in work psychology help with the successful management of people at work. The workplace is dependent on someone so that its end goal and vision might be. Fred, in his Fiedler Contingency Model, provides the modern leaders with the substantive theory of the approach towards such a scenario, where rational leadership of a corporate institution relies on someone (Punnett & Shenkar 2004, p. 45). Even though Fred seems to concur that there is no perfect way of leadership approach, in this theory, the leader’s effectiveness depends on the context within the institution. Two factors play a significant role, and that is the leadership style and the favourableness of the situation. Fred theory measures how effective the performance of a group can be based on the leadership in place. Therefore, in order to manage one’s workplace correctly, Fred proposes that a leader would be able to choose a suitable leader for each task. However, to get the maximum benefit of this approach, a leader would have to consider whether to invest in task-motivated or relationship-motivated leadership style (Punnett & Shenkar 2004, p. 60). For instance, when situations within an institution are either favourable or not, Fred, prescribes to the incumbent leader to apply task oriented approach. Such an approach helps to bind the employees’ ego intact with the vision the company has in place. At other times, even with the employee leaders structured in place, sometimes things get stuck. The best way to unlock such circumstances involve each one in a participatory caucus. There is an enhancement in trust no matter how stressful the situations might be. Fred’s theory also offers a leaning shoulder to the latter (unfavourable) conditions (Punnett & Shenkar 2004, p. 83). The cognitive resource approach stands in where experience in the workplace is required. All withstanding, stress might inter an intelligent leader from being efficient. The leader has a vast wealth in modifying several variables within this model to tame the situations. Such approaches ought to be put into tasks, as Fred puts it, there is no such thing as an ideal leader. Such is a ballpark result from the model, bendable in order to cope with a variety of human resource groups in a leader’s disposal. This makes the leader thrive in the right group setting. Therefore, Fiedler contingency and cognitive resource theories of leadership have in place a number of factors that a leader or management of an institution may manipulate to improve the efficiency of his employees (Punnett & Shenkar 2004, p. 124). It would not be an issue whether a leader is task-oriented or he prioritizes on human relationship. The prudent policy is for the leader to rise to the occasion and deal with various situations as well as diverse stress levels of his employees. In such a manner, understanding such work, psychology approaches in leadership help a lot in managing one’s followers. Maxwell, on transformational leadership theories, informs on how to sharpen personal leadership qualities in order to become a valuable leader or manager to one’s followers (Maxwell 2009, p. 65). As a successful leader, one exhibit concepts such as inspiration, motivation, individualized consideration, intellectual stimulation, and idealized influence. The significant achievement in this theory is that it generates awareness and acceptance of the employees to the vision of the institution. Employees would align themselves with that leader, who is a tactician, depending on the situation in order to transform their expertise. Transformational leadership would engage its employees in creating an optimistic and a succinct vision of the future path of the institution. The leaders who have it are a credit to the services they operate in this good quality (Arnold 2005, p. 34). This is the ability to see into the future. It involves the leader to have a clear, exciting idea of where they are going as well as what they are aiming to accomplish together with his followers (Maxwell 2009, p. 92). This quality, through training, builds visionary leaders within the employees as well as the leader in any institution. Transformational leadership theorizes that having a clear vision turns a person into a particular type of an individual, that unprecedented leader, who transforms not only his jurisdictions, but also the attitude and the perception of his followers (Leatherman 2008, p. 65). Through the course of one study, the theories and personality examples impart into a person a quality of vision, capable of changing one from a former transactional manager of self into the state of being a transformational leader. It is in this position where as a good manager one can get the job well done as well as a leader who taps into the emotions of his employees (Arnold & Randall, et al. 2010, p. 94). Inspirational motivation has in it the attainable mental picture and this might raise the expectation of the employees hence managing them would be easy. Transformational leadership also emphasizes on intellectual stimulation of employees. It thus means that a leader ought to be decisive and firm but also humble whenever dealing with employees. As a leader, one must exhibit self-confidence and self-awareness to recognize the value of other members without feeling threatened (Punnett & Shenkar 2004, p. 76). Moreover, as a leader, one would want to initiate freethinking and further incorporation of logic from the side of the employees whenever they have to execute a task. One should be able to admit that he may go wrong and give credit to his employees where it is due. In the modern workplace, workers have a myriad of traits. Some are competent and advanced than the leader; others have no experience of the task they ought to perform, while others are ignorant, and temperamental (Arnold & Randall, et al. 2010, p. 61). How does one deal with these scenarios as a leader? At such a stance, the theory of intellectual stimulation in leadership operates through the state of agreeableness and openness to one’s experience. At such a level, the leader creates the leader-member exchange (Maxwell 2009, p. 64). However much it might seem like a virtue that demands one to attain higher levels of ability and potential, the welding of one’s power in decision-making within an institution is what breeds the success of the corporate vision. The ability to pass an order in a myriad of gifted employees in today’s corporate world without rubbing some the wrong way exceeds the expectations of a leader (Arnold & Randall, et al. 2010, p. 109). Even though, Maxwell points that as not entirely possible, being able to pass guidelines and convince the bigger number is good enough to get one’s company running. Humility, as a leadership quality, gets results for leaders and managers tasked with providing guidelines for followers in the modern workplace. Moreover, managing current employees may prompt a leader to engage in individualized consideration. As much as this approach might create fury to some, it also transforms the chosen one. Pointing to the merits of each employee, and nurturing them in conformity with the goals of the institution should always remain as the concern of the leader. In such a case, the leader is thus able to delegate duties with an assurance that perfection is in place. Delegating corporate responsibilities to employees makes them feel entrusted with the institutions task, hence their performance is of importance (Maxwell 2009, p. 85). It is a way of managing them, for they can even plan their task, to rhyme with the expectation of their leader. Trusting one's team, as a leader, with the vision he bears in mind (Arnold 2005, p. 42). Delegating tasks to the appropriate departments and personnel remains the best skill one can develop his leadership position as well as managing and controlling the employees. As a leader, one should thus endeavour to acquaint the rest of employees with this virtue through allowing them to learn in cycles and having groups in pursuit of one’s area of interest (Leatherman 2008, p. 40). It is an initiative that enables them to meet regularly, discuss issues, and help develop or improve management positions they are tasked to deliver. There is no better way to manage today’s human resource other than the leader being just a facilitator rather than a dictator. Delegation of responsibilities initiates networking within the corporate. The employees can associate with each other (employee leaders and junior workers) from within and outside their portfolio (Arnold & Randall, et al. 2010, p. 40). In this process, one learns the aspects of common interest and on how to understand and create feasible grounds for not only to invest time in perfecting one’s area of jurisdiction but also the ethics of delegating duties. Through this virtue, the leader creates, within the institution, an excellent balance, which would have an impact on the productivity and relation with his people from his leadership position (Warr 2001, p. 90). This involves finding out that one’s team, through coaching and mentoring each other member in what they enjoy doing best, and from such, managing the employees in the workplace becomes feasible. Managing the modern employees in the workplace requires a charismatic leadership approach. As for the leader, they ought to possess that idealized influence to initiate the much-needed personal touch within the work environment. On the base of this approach, the leader builds in that courage to make personal sacrifices and to face the situation whenever his action becomes counterproductive. Where there is courage, there is conquering (Maxwell 2009, p. 70). As a high merit quality, it places one in a will to take risks in the achievement of his goal. This comes with no assurance of success at all. Sometimes, employees may fail to execute a task on behalf of the leader for fear of repercussions. However, knowing their leader is a risk taker, they perform tasks spontaneously. In the modern workplace, such is the leadership principle a team leadership would extend to his followers (Argyle 2002, p. 45). Courage requires nurturing through continual training of one’s ego on the subject of concern. For instance, if the followers transform into the winning attitude a leader attaches to the execution of tasks in an organization, the quality of performance becomes an auto thing (Arnold & Randall, et al. 2010, p. 125). The employees have the psychological edge to meet the standards of their leader even in his absentia. They do perform all these knowing that no matter the results, their leader is with them. As a leader or a good manager, the process of shadowing or observation of how leaders assert their charisma is also of great help (Arnold 2005, p. 82). This virtue one can also learn through study tours. These provide a practical lesson in learning the virtue as one is at hand with how leaders practically handle situation one would likely to face with courage. A good leader needs this identifiable outward quality of idealized influence since in leadership positions every commitment or action one takes entails risking (Leatherman 2008, p. 72). It is in transformational leadership theory, where, when courage in the workplace, especially that which is on the side of the employees, takes a high toll, would mount the quality of the corporate task into unprecedented heights of performance (Maxwell 2009, p. 53). No leader in today’s corporate world would wish away such a trait, which quickly creates the psychological nerve in one’s mind to risk in the workplace. It also identifies well with the employees as they try to live up to his influence; hence, controlling them is feasible. Furthermore, managing of employees in the workplace necessitates the leader to acquaint themselves with transactional leadership approaches. The responsibility of a leader is to clear the air on the performance expectation (Punnett & Shenkar 2004, p. 86). Any leader would require from his subordinates, performances that have an attachment towards meeting the institution's vision. Many leaders would take the initiative to show their employees on the know-how in the different performance task. In the process, there would be the discussion of the best approaches towards executing institution mandates. The leader, therefore, finds himself involved in many logical exchanges, hence the employees can relate well to the leader. At the same time, the leader may have an opportunity to access the competence level of his workers (Arnold 2005, p. 82). From such, his skills would enable him to separate them and assign them duties depending on the level of expertise shown. Through these processes, the leader may even choose to reward his employees for being perfect or for a job well done. Every institution is dependent on an individual skill of a given department member to execute it to enhance productivity. In transactional approach, the leader assigns duties depending on the level of expertise the employee displays. Other leaders may decide to open the chance to every worker after a forum of coaching on the expectations (Leatherman 2008, p. 65). This theory thus would provide the leader to afford appreciations and rewards if, and only if, the tasks accorded to the employees are adequately tackled. Even to those who did not meet the expectations, the leader can award them with contingent reward. Such a move draws close, the employees to their leader, hence easy managing them. In transactional approach towards leadership of an institution, the leader also may make use of management by exception approach in order to sustain the experience among the employees towards the organization’s goal (Leatherman 2008, p. 50). Such an approach might work better in an event in the transition of leadership. As a new office occupant, expelling sitting employees from duties might harm the institution’s charge towards their goal (Arnold 2005, p. 92). Therefore, management by exception gives the leader a window of opportunity not to interfere with the existing working setup. The interest at such a time is to ensure that their performance works in line with the expectations of the end goal. Such a policy eliminates phobia from the employees, and thus they can perform their task with much anticipation. It might also propel higher productivity from the employees in the attempt to please the new leadership (Argyle 2002, p. 96). Through that, the leader creates a working rapport, the shortest route into controlling his workers. The leader’s exception is only reserved to participate in an event when a problem or a mistake arises. Such a move helps monitor one’s employees with ease. The psychology of leadership identifies the trait approach of leadership as also another way of managing employees in the workplace. Great leaders are born not made and have a relative blend of qualities, which in turn influence the followers of his principals. Being a good leader in today’s turbulent world must have critical leadership qualities and solid understanding of today’s theories in leadership positions (Leatherman 2008, p. 70). Transformational leadership theories inform on how to sharpen personal leadership qualities in order to become a valuable leader or manager to one’s followers (Maxwell 2009, p. 65). As a leader, one should be aware of the qualities of leadership that relates to the current world events ranging from ethical standards, and political turmoil. As a successful leader, one exhibits vision, courage, cooperation, humility, strategic planning, and ability to delegate responsibility as part of his qualities through practice and repetition. Practice of such traits while dealing with employees, the essential psychological characteristics of good leadership, streamlines any place of work and managing of people in today’s modern world becomes effective. In conclusion, industrial psychology concentrates mostly on the study of employee behaviour in the workplace (Arnold 2005, p. 44). It is prudent to concur that human behaviour is contingent on the interaction among people, the context they brace shoulder with, and the environs from which they work. Therefore, Fiedler contingency and cognitive resource theory, transformational theory, as well as transactional theory, has their approaches underlying the understanding of individuals and processes at work. They also recognize that there is no perfect version of managing people (Leatherman 2008, p. 72). For the success of this theory, development of the vision is paramount. This move excites and converts potential employees when they see their leader buy in completely (Arnold & Randall, et al. 2010, p. 85). Selling of the vision must follow according to Maxwell’s approach in transformational leadership theory. There is no better way to sell an institution's vision to followers than bearing the qualities of a transformative leader. It does not only sell the concept quickly, but also continually through the ranks. Selling the concept down to the employees breeds trust as the reliance on personal integrity is strengthened (Warr 2001, p. 67). There is no better way to either organize their activities without error or even motivate them without appearing boring at times. However, possessing the qualities of transformational leadership traits discussed earlier helps a leader to cope with each unique combination of expertise, abilities, skills, and interests depending on the interaction they create within the institution. No quick fix solutions, but transformational theory in leadership proves prudent in managing employees in today’s workplace. Bibliography Anderson, N 2001, Handbook of industrial, work and organizational psychology. Vol. 2, Vol. 2. London, SAGE Publications. Available from: http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=268596 [accessed 29 April 2015]. Argyle, M 2002, The social psychology of work. New York, Taplinger. Arnold, J & Randall R, et al. 2010, Work Psychology (5th edition). Harlow, Essex: Pearson Education. Arnold, J 2005, Work psychology: understanding human behavior in the workplace. Harlow, England, Prentice Hall/Financial Times. Drenth, PJD 2008, Work psychology. Hove, Psychology Press. Leatherman, D 2008, Quality leadership skills: standards of leadership behavior. Amherst, Mass, HRD Press. Maxwell, JC & Maxwell, JC 2009, Developing the leader within you Developing the leaders around you. Nashville, Tenn, Thomas Nelson. Available from: http://www.contentreserve.com/TitleInfo.asp?ID={D8EC5F28-807D-406D-90FE-4C277F468D3B}&Format=410 [accessed 29 April 2015]. Punnett, BJ & Shenkar, O 2004, Handbook for international management research. Ann Arbor, Mich, Univ. of Michigan Press. Warr, PB 2001, Psychology at work. [Harmondsworth, Eng.], Penguin Books. Read More