BUS610 Leadership StyleAssignment 5
BUS610 Leadership StyleAssignment 5
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Date Created: 11/06/15
Leadership Style By NS 1 Running Header: ASSIGNMENT V LEADERSHIP STYLE Assignment V Leadership Style Narinder Schoeling Ashford University – Online Campus BUS610 Organizational Behavior Instructor: Gary Gentry July 10, 2010 Leadership Style By NS 2 Leadership Style First I want to explain what a leader, a follower, the communication, and the situation are need in a leadership style a leader can use. A leader must be honest, understanding of who you are, what you know, and what you can do. The success of a leader is determined by its followers. If employers do not trust or lack confidence in their leader, then they will be uninspired. To be a successful leader you have to convince the followers and superiors that you are worthy of being followed. All Employees are not the same they require different styles of leadership. A good example, a new hire requires more supervision than an experienced employee. A person who lacks motivation requires a different approach. A good leader must know its employees and have a good understanding of human nature, such as needs, emotions, and motivation. A leader must lead through a twoway communication and it also evolves nonverbal. A leader must set a good example and never ask an employee to perform anything that they would not be willing to do. What and how a leader communicates can either build or harm the relationship between leader and employee. However all situations are different. A leader knows that what you do in one situation will not always work in another situation. A leader must use good judgment and decide the best course of action and what leadership style is needed for each situation. A good example is a leader may need to confront an employee for inappropriate behavior, but if the confrontation is too late or too early, too harsh or too weak, then the results may be ineffective. My Leadership Style Leadership Style By NS 3 After reading the text and many articles I would consider my leadership style to be a Transformational Leadership. Transformational leaders “engender trust, seek to develop leadership in others, exhibit selfsacrifice and serve as moral agents, focusing themselves and followers on objectives that transcend the more immediate needs of the work group.” Transformational leader makes significant organizational changes and results because transformational leadership fosters intrinsic motivation, trust, commitment, and loyalty from employees. Transformational leadership leads to superior performance. A good example of this is Fuji’s chief executive, Bijan Khosrowshahi worked on boosting morale, scheduling lunches with employees and launching a training program with Tokyo’s Hitotsubashi University. Fuji’s improved their earnings last year, gave each of its employees 10,000 yen with thankyou notes. Through Khosrowshahi’s leadership Fuji’s net premiums went up for the first time in several years. I will now examine the process how transformational leadership influences its followers or employers (Kinicki, A., & Kreitner, R., 2009). Success in Motivating Transformational leaders transform followers by creating changes in their goals, values, needs, beliefs, and aspirations. A good leader accomplishes this transformation by appealing to employee’s values and personal identity. Transformational leader behavior is first influenced by various individual and organizational characteristics. A transformational leader tends to have personalities that are more extraverted, agreeable, and proactive. Transformational leadership is adaptive and flexible rather than rigid and bureaucratic environment (Kinicki, A., & Kreitner, R., 2009). Leadership Style By NS 4 Transformational leaders has four key sets of leader behavior: The first set, referred to as inspirational motivation, involves establishing an attractive vision of the future, the use of emotional arguments, and exhibition of optimism and enthusiasm. A vision is “a realistic, credible, attractive future for your organization.” Idealized influence, the second set of leader behaviors, includes behaviors such as sacrificing for the good of the group, being a role model, and displaying high ethical standards. Through their actions, transformational leaders model the desired values, traits, beliefs, and behaviors needed to realize the vision. The third set, individualized consideration, entails behaviors associated with providing support, encouragement, empowerment, and coaching to employees. Intellectual stimulation, the fourth set of leadership behaviors, involves behaviors that encourage employees to question the status quo and to seek innovative and creative solutions to organizational problems. A successful leader tend to see problems, opportunities, is always searching for a fresh perspective, and are more likely to bring together people with different viewpoints. Also would rather break a problem into components so that, the finance staff looks only at the financial implications while the sales managers look only for ways to push their product to new customers (Kinicki, A., & Kreitner, R., 2009). To conclude I would consider my leadership style as transformational leaders. Transformational leaders motivate employees to pursue organizational goals over their own self interests. The individual characteristics and organizational culture are key precursors of transformational leadership, which is comprised of four sets of leader behavior. The leaders Behavior positively affects followers’ and work groups’ goals, values, beliefs, aspirations, and motivation. These positive effects help with the preferred outcome. Leadership Style By NS 5 Leadership Style By NS 6 Reference Kinicki, A., & Kreitner, R. (2009). Organizational behavior: Key concepts, skills and best practices (customized 4th ed.). New York, NY: McGrawHill Irwin. Linsky, R. A. (Fall 2002). Leading with an Open Heart. Leader To Leader Journal , Issue No. 26. Spears, L. (Fall 2004). Practicing ServantLeadership. Leader To Leader Journal , Issue No. 34.
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