Effective Leadership Within An Organisational Context - Essay Example

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EFFECTIVE LEADERSHIP WITHIN AN ORGANISATIONAL CONTEXT Management Table of Contents Table of Contents PART 2 Introduction 2 PART 2 4 Management & Leadership 4 Key Aspects of Leadership 5 Motivation 5 Vision and share 7 Responsibility 8 Innovation 10 Effective communication 11 Conclusion 15 References 16 Adair, J., 2007, Leadership and motivation: the fifty-fifty rule and the eight key principles of motivating others, London, Kogan Page Publishers. 16 Baldoni, J., ‘Great motivation secrets of great leaders’ New York, McGraw-Hill Professional. 16 Blanchard, K., 2009, ‘Leading at a higher level: Blanchard on leadership and creating high performing organizations’, FT Press, New Jersey. 16 Capps, Randall, and Paul Clermont, 2004, Enterpreneurship and innovation in Quebec, Greenhouse Publishing Group. 16 Charteris-Black, Jonathan, 2007, The communication of leadership: the design of leadership style, Taylor and Francis. 16 Daft, R., Lane, P., 2007, ‘The Leadership experience’ Ohio, Thomson Higher Education. 17 Decosterd, Mary L. 2010. Right brain/left brain president: Barrack Obama’s uncommon leadership ability and how we can each develop it, ABC-CLIO. 17 Hoffmann. S, 2007, ‘How Do Motivation and Leadership Affect the Corporate Culture of Multinational Firms?’ GRIN Verlag. 17 Knights, D., 2007, ‘Leadership, Ethics and Responsibility to the Other’ Vol 67, No 2, 125-137. 18 Lussier, R, 2009, ‘Leadership: Theory, application, & skill development’ New York, Cengage learning. 18 Ogden, G., Meyer, D., ‘Leadership Essentials: Shaping Vision, Multiplying Influence, Defining Character’, Madison, Intervarsity Press. 19 O’Loughlin, James, 2004, The Real Warren Buffett: Managing capital, leading people, London: Nicholas Brealey Publishing. 19 Patnode, Gerry, 2008, Leadership for community Action: Implementing politics of change, Authorhouse. 19 Renton, Jane, 2010, Coaching and mentoring, Profile Books. 19 Ricketts, K, 2009, Leadership Vs. Management, Available: http://www.ca.uky.edu/agc/pubs/elk1/elk1103/elk1103.pdf (Accessed: December 21, 2011) 19 PART 1 Introduction Over the years, there have been numerous debates on leadership. Different scholars and management practitioners have defined leadership and what it entails in different ways. More so, effective leadership has been defined in many ways; even though there have been no consensus on what effective leadership is, there is agreement that certain aspects such as vision, values, intelligence, and performance are key in effective leadership (Antonaks et al 2004, p 4). So, what is effective leadership? Before defining effective leadership, it is important to define leadership. According to Northouse (2010, p 9), leadership is defined as a process through which a person mobilize resources both material and human and influences group of people to achieve set of common goals. Effective leadership has diverse definitions that depend mostly on the context on which leadership is defined and point of view of the person defining it. Leadership effectiveness definition is highly multifaceted and complex. The following are the famous definitions of effective leadership. One, Nahavandi (2006, p 12) defines effective leadership as a process through which leadership achieves the organizations’ goals and objectives; leadership is based on the performance of the group. Two, Marturano and GOSLKING (2008, p 9) define effective leadership as the ability of leadership to help people in an organization to have more collaboration, innovation and communication. Three, effective leadership is the ability to enable other people within organization enhance their personal capabilities in order to fulfil their own ambitions and potentials and that of the group or organization as well (Vries 2006, p. 12- 13). In comparison, the three definitions indicate that effective leadership aims at achieving certain goals after a given period of time. Secondly, all the definitions show that effective leadership involves a group of people working together towards achieving the organization’s goals. In regard to the contrasts of the definitions, the first definition by Nahavandi is focused more on performance of the organization and it puts more emphasis on the results rather than the process. The other two definitions focus on the results but are equally concerned with process and people involved. The second definition by Marturano and GOSLKING is different from the rest by concentrating more on enhancing the processes within the organization such as communication, innovation and collaboration in order to achieve the set goals. The third definition by Vries is different from the first and second definitions in the sense that it focuses on potentials and ambitions of people in the organization who are critical to achievement of the organization’s ambitions and potentials. One of the most frequently asked questions in leadership is whether leaders are born or made? In response to this question, some people believe that leaders are not born but are born; some believe that leaders are made and not born, while others believe leaders are both born and made. So are leaders born or made? According to Vries (2006, p 16), some people believe that leaders are born because they have observed and been told that some people are “natural” leaders. They consider leadership qualities such as charisma, courage, vision, intelligence, enthusiasm and humility as in- born and natural. However, there are those who believe that leaders are made; they are of the opinion that leadership just like any other art or science can be learned and through practice be perfected. They argument is based on the fact that all people are born with leadership potential which just needs to be activated for it to work (Johnson and Parry, 2010, 23- 24). Regardless of the opinions, leadership are a combination of born traits and making. The most important thing is for each person to learn and believe in their in- born abilities, desire to lead, and assume leadership roles in their respective areas of operation (Marturano and GOSLKING, 2008, p 9)). PART 2 Management & Leadership Even though different from each other, the concepts leadership and management are related greatly. Most people usually find it hard to differentiate between the two concepts and how they are applied in various contexts such as organization. It is important to highlight that both leadership and management are essential to any given organization in regard to achievement of organizational goals and objectives in addition to people’s ambition and potential within the organization. (Mullins 2007, p 234) defines management as a process that is concerned with attaining organizational goals and objectives by deploying, obtaining, controlling, and utilizing all the resources that the organization requires such as facilities, money, knowledge and information, and people among others. On the other hand, leadership refers to the process that focuses on influence of the people within an organization in order to achieve the set goals and objectives; it does this through motivation, enhancing personal abilities, facilitating effective communication, fostering cooperation of the members, and establishing specific desires among others (Ricketts 2009, p 4). Leadership and management are similar and different in several ways; both have advantages and disadvantages. This explains the reason why it is important to combine both in running of the organization in order to yield desirable results (Cohen 2010, p 27). According to Morgeson et al (2010, p 11), both leadership and management involve power and authority allocated to different persons holding different positions within the organization. Secondly, both involve influence of individuals (employees) in a way that determines how they perform in the organization (Fong 2011, p 822- 823). Leadership sets vision or direction that people in the organization follow. It influences people to achieve results through motivations, promoting cooperation, and enhancing effective cooperation among people within the organization. On the flipside, leadership does not consider too much how objectives are to be achieved which may eventually undermine organizational goals and objectives. On the other hand, management controls resources and emphasizes on rationality within the organization to ensure that things are done in accordance to the established plans, hence maintaining order in the organization. However, unlike leadership, it is driven by the desire to meet objectives without necessarily taking so much consideration on the persons involved in attaining these purposes. Management has little room for new change and direction compared to leadership which is more dynamic (Storey 2011, p 57- 58). Therefore, it is important to combine both in order to achieve impressive results and enhance employees’ satisfaction. Key Aspects of Leadership Motivation Motivation is an important aspect of leadership. Motivation can be defined as anything that influences or affects behaviour that is designed to achieve a certain desired outcome. The behaviour is affected by several factors such as environment and specific task. Motivation as an aspect of leadership will be discussed in context of leadership theories: situational leadership, transformational leadership, charismatic leadership, ethical and legal dimensions and emotional intelligence (Hoffmann 2007, p 3). There are several theories that support motivation in leadership. One such theory is the equity theory. The equity theory suggests that people are motivated to achieve when they perceive the output to be equal to their input to their tasks. There are different forms of inputs that people apply to given tasks and to given situations. These inputs include the efforts that are made towards the task, the experience that the person brings to the task and the perceived seniority. The output on the other hand includes the benefits, the pay, the promotion and the recognition that is received in return to the input. It is important for the leader to ensure that those under his leadership are equity rewarded. This means that their input is equal to the output as emphasized by the transformational theory of leadership where the leader carries out a feasibility study of the output his input will generate (Miner 2005, p 68). The expectancy theory of motivation asserts that the employees are motivated by the belief that they have the capability to achieve the tasks that they seek to accomplish. This is exhibited in situational leadership where different situations require different motivation aspects. They also have to believe that they will be rewarded upon the accomplishment of the task and that the reward they will receive will be equal to the effort that they have made so as to achieve the task (Adair 2007, p 9). Charismatic leadership calls for motivation as it is through this that the leader will be able to influence his supporters. The leader needs to incorporate emotional intelligence in the performance of activities and stipulate activities clearly. This implies that when the leader clearly outlines the objectives of the job and rewards the achievement of tasks appropriately then the people will be motivated leading to more achievements. It is also important for the leader to set goals that are specific and that can motivate people. Effective leaders set goals that motivate them to achieve and accomplish (Baldoni 2005, p 9). According to Jung and Sosik (2006), charismatic leaders have traits of “self-monitoring, engagement in impression management, motivation to attain social power, and motivation to attain self-actualization” (qtd. in Northouse, 2009, p 16). Followers engage in some kind of intellectual game in order to show not only others but also themselves the reason behind their inspiration in a leader who has unique features, and how that person makes them get a new meaning to “we-ness.” Most charismatic leaders are popular because people believe that they have worked hard in “redefining and restructuring of their identity. The experience is also viewed as transformational due to the fact that the leader has made a new path and the fact that their behaviour acts as a motivation to their followers who are mostly called upon to participate in making new forms of behaviour. Good examples of such leaders are Barrack Obama, Nelson Mandela, and Martin Luther King Junior (Renton, 2010, p 240). These leaders’ question of identity played a big role in motivating their followers. To understand a leader’s motivation, one needs to know who the leader thinks he really is. All the mentioned leaders worked so hard to redefine 5their identity (p 241). Vision and share Vision and share-one of the most important aspects of leadership is the relationship that exists between the leader and those that he leads or his followers. The relationship is an important aspect the success that can be achieved. It is therefore important for the leader to have a vision of what he wants to achieve. This is a characteristic of the transformational leadership theory. It is also important for the leader to have the ability to share his vision with those that he leads so that they can work towards the achievement of the vision. A good leader should therefore have the ability to clearly share his vision with his followers. This will enable those under his leadership be inspired to take the leader’s vision as if it were their own (Blanchard 2009, p 30). For a leader to motivate people he should develop emotional intelligence. Emotional intelligence contains five main elements which include self awareness, motivation, self regulation, social skills and empathy. An emotionally intelligent leader is able to remain self motivated and committed to high quality of their work. They are also able to examine the how motivated they are so that they are able to motivate those under their leadership (Goleman, Boyatzis, and McKee, 2004, p 40). Charismatic leadership on the other hand is able to motivate the team to achieve the set targets of the team. This is because charismatic leaders are able to draw to focus on achieving the set targets. Charismatic leadership is also able to deal with low morale and instil a sense of direction in the team being led. The charismatic leader also has the ability to manage the way he relates with those under his leadership (Daft & Lane 2007, p 359). Moral and ethical dimension of leadership as a leadership theory greatly influences the vision of a leader. Having a vision means that the leader will have an idea of what he wants to achieve. He should also have the ability to choose the people who will help him in achieving his vision. This will help the leader to delegate the different tasks that have to be carried out so that success can be achieved. Increasing productivity among people also depends of the ability of the leader to embrace any change that comes in the process of achieving the vision by embracing the change. The vision should be realistic. Effective leaders involve those under their leadership in the process of setting goals and visions (Ogden & Meyer, p 10). A vision helps in healing the wounds that leaders and followers share, be it material or psychological. It not only reduces the current anxieties and tensions, but it also offers hope for a better tomorrow. Nelson Mandela of South Africa had a common vision with his people. He gave a vision of equality among all races in South Africa, a factor that would help them kill apartheid. Mahatma Gandhi, on the other hand, had a strong vision of a free and independent India, a vision that would defeat tensions which were attributed to the country’s colonial situation (Charteris-Black, 2007, p 8). Responsibility Responsibility is also another aspect of leadership. Responsibility in leadership refers to the ability of the leader to take an active interest in the collective wellbeing of the organization as opposed to only considering the personal gains that they will derive. Emotional intelligence theory of leadership is exhibited by responsibility traits in a leader. This is since a responsible leader has the ability to find the vital balance between the short term goals and demands of the company and the long term goals and demands. A responsible leader also takes into account the impact that his decisions will have on those that he leads and how they will impact on the achievement of the set visions and companies (Tracy 2010, p 5). Transformational leadership theory asserts that people are likely and inspired to follow a person who inspires them. Transformational leadership enables a leader to develop the vision and convince the rest of the people to work towards achieving the vision. Transformational leadership enables the leader to lead the people towards the achievement of the vision of the organization (Lussier & Achua 2009, p 329). There are several theories that support responsibility as a key aspect of leadership. One such theory is leadership ethics. It is important for the leader to have a good understanding of the ethical standards (Maak & Pless 2006, p 17). This will help him to take responsibility in solving the complex set of problems that present themselves in the day to day activities. It will also help the leader in dealing with the different subordinate members of the organization. Ethical leadership allows those under the leadership of a given leader to be disciplined enough to carry out the different tasks that are expected of them. Ethical leadership ensures that the leader makes responsible and credible decisions. They also take responsibility for the outcome of their decisions (Knights & O’Leary 2007, p 126). A good example of a leader with a high sense of responsibility is Barrack Obama. He strongly believes in the power within the people he rules and his style of leadership shows him as a leader who believes in his people. Obama does not believe in wins and losses, but his leadership is based on an extraordinary sense of responsibility; to the people who put him in office, who are Americans. His responsibility is geared towards the greater good of all Americans and about “visionary progress as reflected in sustained American dream.” This is very evident when he says: “But we have been called to govern in extraordinary times. And that requires an extraordinary sense of responsibility to ourselves, to the men and women who sent us here, and to the many generations whose lives will be affected for the good or for the ill because of what we do here” (Decosterd, 2010, p 88). Innovation Innovation entails coming up with a new way of tackling a situation or challenge. Transformational leadership theory asserts that leaders can use innovative approach to leadership or leadership for innovation. Innovative approach to leadership entails the incorporating of new thinking and diverse actions as pertains to how leaders manage their work. It entails leader thinking differently about the roles and challenges his organization faces. It equips elders with the ability to respond to organization challenges in the absence of information to solve the crisis. Leaders for innovation entails leaders creating a climate in which other individuals can apply innovative thinking in bid to solve problems in the organization and hence develop new services and products. Situation leadership theory emphasizes on leaders for innovation in dealing with situational crisis. This is since situational leaders need solutions to solve their current problems and establish norm (Horth and Buchner 2009, p 1). A transformational leader is a leader who perceives change as the constant phenomenon in an organization. This type of leader does not believe in the status quo and hence accommodates change and perceives it positively (Stone, Rusell and Patherson 2004, p 3490. This leader incorporates innovation in the generation of new ideas that aid in propelling his organization to greater heights. A transformational leader is creative and his creativity translates to innovation. He perceives necessity and challenges as an avenue to innovate new ideas and products in his business. Innovation is an indication of growth and should be the aim of every leader who intends to scale his business to greater heights (Shibarn and Darshan 2011, p 686). Effective leadership requires that organisations make for themselves a flexible vision, which is able to give not only continuous development but also progress. Microsoft and Apple attribute their success to this idea. In fact Microsoft’s continued success is still built on the idea. Steve Jobs viewed his innovation as the dusk of his successful career. Bill Gates, on the other hand, viewed his as a beginning of a systematic and continuous process of “adaptation, learning, and innovation,” which would consequently bring a big change in the industry. Gates can attribute the success of Microsoft to his power to make people to believe in his vision and also have a strong belief in the vision’s power. Speaking of Jobs, I believe he similarly had a strong vision, but did not realise the importance of adapting to one’s environment and continuously embracing innovation. His vision on innovation could not match that of Bill Gates, and that is why, as Microsoft continuous to prosper, Apple seems to be lagging behind (Capps and Clermont, 2004, p 53). Effective communication Communication is defined as the exchange of ideas, emotions, and thoughts that lead to an understanding between the sender and the receiver. It can also be outlined as the transfer of meaning or as the mutual understanding between two or more people. It is a two way process of exchanging information. Transformational leadership theory emphasizes that a leader has the responsibility of analyzing the communication channels that exist in their organization so as to lead to effective communication and hence address the needs of the leaders’ organization. A transformational leader spends majority of their time communicating and this can only be termed as effective when information is passed, received by intended audience, understood, and feedback is given back. This entails the need for leaders to work at making their communication effective (Guo and Sanchez 2009, p 71). Ethical and moral dimension leadership theory emphasizes on the ability of a leader to plan, organize, and direct and organize others and uphold the organization morals as pertains to communication. This therefore calls for a manager to focus on ways aimed at improving his communication skills so as to understand his employees, influence behaviours and attitudes, minimize conflicts, and maintain positive workplace interaction among employees. The feedback that a leader receives from about their communication is used by managers to enhance their effective communication skills. Medium of communication entails the means through which messages are transmitted. Ineffective communication is as a result of barriers that curtail the communication process (Guo 2009, p 8). Effective communication is enhanced through a leader adopting listening styles. For a leader to be an effective communicator, he or she must learn how to listen to others. Emotional intelligence theory of management emphasizes on listening as an aspect of a leader. Emotional intelligence is exhibited in addressing the listening diversity of the people being addressed. This emphasizes that the leaders should also listen to their members as they will feel more respected and appreciated by the leader. An effective communicator needs to be aware of his listeners and gear towards enhancing effective communication. Effective communication is harnessed when the leader appreciates the diversity of his listeners and works towards meeting their needs (Kinicki and Kreintner 2008, p 1). Any leader who wants to succeed has to be an effective communicator. Effective communication helps leaders to efficiently communicate their visions for their people as well as in inspiring others to not only follow them but also to share in their respective visions. An example of a leader whose success depended greatly on effective communication is Martin Luther King Jr. His “I Have a Dream” speech has been considered the best and most electrifying public speech among the speeches of the 20th century. Only a good leader can give such a speech. The speech greatly shows the ideals of his leadership. For instance, the speech clearly showed King’s mission, put more light on his vision, and made all Americans to understand the benefits of nonviolent protest. It also did not forget about the American Dream, and this aspect made almost every American to identify with him (Patnode, 2008, p 35). Trust and confidence It is important that a leader is able to garner confidence and trust from his members. Trust and confidence is earned through: talking straight, demonstrating respect, creating transparency, showing loyalty, delivering results, getting better and confronting reality. Additionally trust and confidence is also built through clarifying expectations, practicing accountability, listening first, keeping commitments and extending trust to others (Covey 2009, p 1). Ethics and moral dimensions leadership theory outlines the laws and regulations that govern behaviour and set the code of leaders. They stipulate the morals that need to be adhered to by leaders in the performance of their duties. A leader needs to uphold the dignity of himself and also the dignity of his members as this is a sign of responsibility (Knight & O Leary 2006, p 125). It is important that a leader behaves in a morally right manner since in his leadership position; he acts as a role model for his members. Ethics govern the confidentiality that a leader has especially if he gets involved in the problem solving among members in his organization. This necessitates the need for a leader to uphold the ethics of the organization and hence earn the trust and confidence of the organization members (Wood 2007, p 251). A leader needs to depict emotional intelligence in the way he deals with his group members. It is important for a leader to learn how to control his anger and temper and avoid involving his emotions in the carrying out activities. Emotional intelligence is also depicted by a leader in crisis intervention and decision making process (Middleton and Byrs 2004, p 86). It is important that a leader incorporates the member opinions and does not reign on the prospect of his being right and the other people being wrong at all times. Emotional intelligence is a sign of maturity and a quality that all leaders need to depict. A leader who depicts emotional intelligence is able to earn the trust and confidence of his members (Gardner and Stough 2002, p 68). Charismatic leadership theory is exhibited in trust and confidence since Leadership is all about influencing people and informally dealing with the people. This therefore calls for leaders to be charismatic. This entails the ability of a leader to engage people in an informal setting and cheer up the mood of the members (Yuan- Duen and Ya- Fu 2006, p 263). It is important for the leaders to be charismatic so as to win the support of the members and hence enhance the growing of the group. A leader who is charismatic is perceived as approachable and hence easily earns the confidence and trust of his members. This is since the members feel that they affiliate better with a leader who is charismatic hence the leader wins their confidence and trust (Middleton and Byrs 2004, p 86). Warren Buffett’s leadership style is unique and equally effective. He takes motivation seriously, and as such sets his managers free to work the way they please since he has a lot of confidence and trust in them. He believes in putting minimum rules, which in turn out to be a motivation for those who work under him. It is a form of motivation that comes from within. His leadership style is based on his confidence in the “immutable tenet of human behaviour” which has made him believe that when you trust someone they repay with the same trust. He says: “I found out in running business that the best result comes from letting high-grade people work unencumbered.” This kind of leadership requires managers to reciprocate trust from their juniors so as to achieve the desired results (O’Loughlin, 2004, p 17). Conclusion Leadership entails the mobilization of resources and the use of influence to attain set objectives. On the contrary, management entail getting things done through other people. Management involves planning, organizing, directing, coordinating and evaluating management resources with an aim of achieving organisation goals and objectives. Leadership is more of an informal aspect compared to management which occur in the formal settings. Management and leadership need to be incorporated in the running of a business. Leadership aspects have been discussed; motivation, vision, responsibility, effective communication, innovation, and trust and confidence. 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