Table of Contents
Introduction My aims The manager's responsibilities The difficulty procedure The genteel enterprise Passion Leadership is studying Conclusion Bibliography
Introduction
Leadership has been characterized in numerous ways throughout history. Political philosophers such Plato, Sun Tzu, Machiavelli, and Pareto shaped the traditional understanding of leadership. Only Sun Tzu appears to associate leadership with liberal or humanitarian values (Grint, 1997). The remaining three authors have frequently been condemned as dictatorial, particularly Machiavelli. During the traditionalist era, leadership theory began to take on a more humanistic character, and the concept that leadership encompasses more than just the leader evolved. The current study of leadership has adopted a more liberal attitude and focuses on three key areas: democracy, gender, and cultural factors.
My initial experience with leadership led me to believe that leadership entails monitoring, supervising, and controlling. It was a combination of the classical and conventional approaches to leadership, with the classical method predominating. In order for my supervision to be effective, I needed to become more skilled in communicating it. As a result of the leadership training, however, my views on leadership and its practical ideals have changed substantially.
My aims
Before joining the leadership program, I had three goals in mind. The first objective was to enhance creative and presentational skills. This is considered a crucial aspect of good leadership since it is necessary to effectively convey the vision and strategy of the leadership (Baldoni, 2003). Second, as my position as a leader requires a higher level of emotional intelligence, I needed to grow in this area. The third objective was to manage me, and the fourth objective was to enhance my interpersonal skills within a team in order to boost member collaboration. Therefore, I anticipated the leadership program to identify my leadership shortcomings and assist me in correcting them so that I could become a better and more effective leader.
In addition, correct the five fatal flaws outlined by Zenger and Folkman (2002) as the Five Fatal Flaws, which I believed I possessed:
Lack of ability to learn from experience Lack of fundamental interpersonal skills and abilities Unwillingness to consider new or differing ideas Lack of responsibility Deficit in initiative
These are the guidelines for building a leader, which were adhered to, and I believe I lacked the following trait, which needed to be corrected: From a leadership standpoint, I had to do the following:
The capacity to gain knowledge through experience and error Importance of vision, developing my vision to see the future and having a clear objective and path to achieve it. The capacity to initiate action
The manager's responsibilities
In the first week of the leadership-training program, I completed the LPI and MBTI in order to determine my personality type. The former demonstrated that my lowest results reflect the difficulty of the procedure that I must enhance. In contrast, I scored highest for Enable Others to Act. The latter indicates that I am an Introverted, Sensing, Thinking, and Perceiving (ISTP) kind of person.
As the nature of the position necessitates that I am more interactive and possess a greater level of emotional intelligence, I must conform to the organizational requirements. My position requires that I gain a deeper understanding of my staff and assist them when they fall behind. This is possible through the type of leadership described by Jack Welch: "Leaders are those who inspire with a clear vision of how things can be done better" (Slater, 1999, p. 29). The clear message that has been conveyed is that managers must cease "managing" and adopt the methods of a leader who does not issue orders but rather assists staff in accomplishing a goal.
Welch essentially taught me that micromanagement is detrimental to an organization. A manager must comprehend the organization's pulse and act accordingly for the system to function. What Jack Welch proposes for GE, that he "cannot micromanage a multibillion-dollar organization," is applicable to the vast majority of organizations, including mine.
According to conventional wisdom, leaders must have a vision and provide objectives for their people. Jack Welch believes that establishing a goal necessitates a series of conversations to modify it. Instead, he advises that leaders absorb the external environment, learn from it, and adapt accordingly. Jack Welch believes:
"What I've observed is that the intensity level, global awareness, facing reality, and seeing the world as it is are so much more obvious in December 1997 than they were ten or fifteen years ago, when the importance of form was paramount. The current form is not permitted. Global conflicts prohibit structure. It consists entirely of substance. Form indicates a lack of intense interest in the company. Someone on numerous boards. Constantly delivering public speeches A person who has attained the position of chairman as the culmination of their career, as opposed to the commencement. See, my career will resume in January. What I've done up to this point is pointless. Meaningless. This is only the beginning." (Slater, 1999, p. 32)
Therefore, it is evident from Jack Welch's statements that we, as leaders, must determine the optimal combination for the organization and conform to the needs that our organization requires of us. Thus, to become a leader, one must comprehend the "sweet spot" of the COP model, where my talents, passion, and organizational need converge (Zenger & Folkman, 2002). Identifying my talents is essential since they will help me recognize my strengths. Then I must comprehend my passion for the things I enjoy doing. Then, comprehend the organization's needs. All three will assist me in becoming an effective leader.
The difficulty procedure
By the end of the third week of training, I will have determined my goal as a leader and what I want to accomplish. I wish to enhance the challenge procedure that I observed on tape during the third week of class. It described the Five Exemplary Leadership Practices. There are five jobs held by professionals and specialists in the five steps of excellent leadership: model the path, inspire a shared vision, question the process, empower others to act, and encourage the heart.
Leaders challenge the process by experimenting, taking chances, and learning from mistakes, but if I'm always terrified of fear, mistakes, and failure, especially in the face of barriers, I want to improve "Challenge The Process" the most. I want to look for a chance to take some risks and be courageous enough to learn from my failures because the leader is simultaneously leaner. Therefore, in order to adapt to a specific situation as a leader, I must do the following:
"A leader must first establish what can be termed a holding environment…
Second, a leader is accountable for guidance, protection, orientation, conflict management, and norm formation…
Thirdly, a leader must have presence and composure; possibly the most challenging aspect of a leader's job is to maintain composure under pressure. (Heifetz & Laurie, 1997, pp. 127-8)
As a result, my primary objective as a leader will be to adapt myself and others to the organization. This resembles the concept described in the COP model outlined above.
Genteel organization
As my organization requires a high level of emotional intelligence in its leaders, it is classified as a "gentle organization." In this type of business, leaders must be extremely attentive and gentle with employees. Therefore, I've learnt that employees in these types of firms are "trustworthy, loyal, helpful, friendly, courteous, kind, obedient, cheerful, courageous, and reverent" (Zenger & Folkman, 2002, p. 131). I would like the organization to become a learning organization in which leaders are not complacent and learn from their failures.
During the training sessions, we were provided with instances to solve. In one such situation, COP was employed to solve the case's dilemma. The matter involves Tara, whom I believed to have recently recruited. She is a newly-graduated software engineer from a renowned university. Despite the fact that she is a recent graduate, you are convinced that she will bring excitement and innovative ideas to her new programming position. You have assigned her an important new project. The question was how would I instruct her? With the trainer's proposal that we utilize the COP model to handle the issue, I discovered that I need to comprehend her competencies, her passion, and the organization's requirements. Therefore, I must take the following actions:
Ask her about the talents that demonstrate the competences she possesses. Determine her passion by determining what about the project or the new job most excites her. Then, identifying a comparable requirement inside the organization and instructing her to delegate the task elsewhere.
This specific reading, Leaders Must Fit Their Organization, had a profound effect on me, as I have always thought that the right person should be assigned to the proper role. In addition, the essay suggested a technique for applying this idea by adapting the COP model to individual competencies, passions, and organizational requirements.
Passion
The class also taught me the significance of having a burning desire for anything. Previously, I rarely valued its credibility. However, the training sessions taught me to see the significance of enthusiasm. This course has taught me that passion is equally essential, something I never considered before. In the final analysis, the greatest distinction between competent leaders and exceptional leaders is passion.
We were subjected to yet another leadership examination via a case study. Joe, a hypothetical character who has been a member of our group for six months, was involved in an interpersonal relationship case. His performance has been inadequate in numerous respects. At least twice every week, he arrives late to work, is disruptive in team meetings, and has allowed numerous substandard items to pass past his station. The question was posed as to what we should do regarding Joe.
Analyzing with the assistance of the trainer, we determined that as a leader, we must not allow it to become a recurring issue and identify the root cause, such as avoiding attribution biases, providing prompt corrective feedback, explaining the negative impact of ineffective behavior, and asking the individual to suggest solutions.
Leadership involves study
"Leadership as Learning," which is the key to transforming and learning companies, was yet another valuable lesson I gained from the training sessions (Heifetz & Laurie, 1997). Here, it is argued that the leaders' methods were inefficient because they neglected to account for a variety of relevant factors. In order to formulate and implement a strategy effectively, it is necessary to obtain perspectives from many angles. As leaders, we have certain tools and resources at our disposal that must be made accessible to all for optimal use (Heifetz & Laurie, 1997; Slater, 1999). Consequently, we must adhere to the rules outlined by Manning and Curtis (2003), as the effective vision is as follows:
The leader's vision must be communicated to those personnel who have the capacity to implement the goal. Vision must be presented to followers and acquire their support. A vision must be broad and specific so that every member may comprehend it and understand his or her position within it. The vision must be capable of elevating the organization's values and inspiring its followers.
Conclusion
However, leaders must avoid fatal errors and blunders and develop their emotional intelligence. Therefore, a good leader must understand how to manage and adapt emotional intelligence when working in a team, and the five processes helped me become a successful leader. Understanding the importance of good communication of ideas and vision in order to become a great leader is another lesson that emerged from the workshops (Baldoni, 2003).
Sources Cited
Baldoni, J. (2003). Leaders with excellent communication skills are excellent communicators. McGraw-Hill Professional, New York. Grint, K. (1997). Classical, contemporary, and critical perspectives on leadership. Oxford University Press, New York. Heifetz, R. A., & Laurie, D. L. (1997). The Responsibility of Leadership. 124-134 in Harvard Business Review. Manning, G., and K. Curtis (2003). The Art of Management. McGraw-Hill International, New York. Slater, R. (1999). Jack Welch and the General Electric method. McGraw-Hill Professional, New York. Zenger, J. H., & Folkman, J. (2002). The Exceptional Leader. McGraw-Hill Professional, New York.
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