Leadership Journey - Assignment Example

?Leadership Journey By Management Leadership al Affiliation July 5, What have you come to believe leadership is? One’s personal journey in learning about the theoretical frameworks and concept on leadership paved the way for realizations and recognition that leadership is such an evolving concept where applications are evident in various endeavors. In the very first journal for instance, one got to realize that my initial belief and understanding that leadership is the ability to influence others is just a partial facet of a more comprehensive and widely encompassing theory. It was therefore immensely appreciated that one got to realize that there are different definitions of leadership. In one’s search in Google’s online search engine for the definition of leadership, it amazingly revealed that the output generated as much as 94.7 million results (Google, 2013). This is an indication of the extensiveness and comprehensive depth of studies and information generated on the topic of merely trying to define leadership. Through the course, one eventually got to realize that the concept of leadership constantly transforms and unfolds. It was very helpful to have differentiated the concept of leadership with that of management (Journal 1, 2013). Though closely related, leadership was learned to be an important component as one of the functions of management through directing or leading; in conjunction with the other functions of planning, organizing, staffing and controlling (Management Study Guide, 2013). Thus, one came to realize and recognize that leadership in a crucial component in the quest and pursuit of strategies that influence and direct others to achieve explicitly defined goals. Leaders were learned to possess traits, skills, competencies, and qualifications that make them effective in their specialized endeavors (Journal 2, 2013). Likewise, one learned more about the three skill approaches that were reportedly developed by Katz (Journal 3, 2013) and the role of leaders as coaches (Journal 4, 2013). All the relevant theories also assisted in gaining a more in-depth knowledge of leadership and how this is applied in contemporary settings. How does this relate to the theory? One learned that the concept of leadership has been tried to be explained through the various theories which were presented and expounded: transactional leadership (Journal 5, 2013); the path-goal theory (Journal 6, 2013); transformational leadership (Simic, 1998); the contingency approaches to leadership (Martires & Fule, 2004); and situational model of leadership (Hersey & Blanchard, 1988); among others. For instance, the understanding that leaders are born with innate traits and skills; and not made were eventually inspired in the traits approach. As emphasized, “theorists sought to identify certain personality traits like intelligence, ambition, and charisma that are associated with effective leaders” (Martires & Fule, 2004, p. 155). On the other hand, there was another approach which allegedly emerged: the behavioral approach. According to Martires & Fule (2004), “the behavioral approach endeavors to find answers to the question of what behaviors, actions, and skills make effective leadership possible. Compared to the trait approach, the behavioral approach has a great practical usefulness since behavior, actions, and skills can be modified and learned” (p. 156). The path-goal theory, for instance, was deemed an action-oriented approach to leadership effectiveness (Journal 6, 2013; Martires & Fule, 2004). Therefore, the importance of understanding this theory lies in determining what factors or strategies would assist leaders and managers in achieving identified goals. It was disclosed that “beyond the dual functions of goal-setting and path-finding, the (path-goal theory) suggests that the manager’s job is to create a motivational environment that enhances the likelihood that employees will behave toward goals. This requires that managers have to communicate with subordinates ofeten to obtain insights as to what motivates them” (Martires & Fule, 2004, p. 177). How does this differ from your thinking at the start of the semester? As briefly mentioned, one’s thinking on the concept of leadership at the start of the semester was more restricted or confined only on the aspect of the leader’s influential role in being able to seek attainment of goals through enjoining the participation and performance of other people. Likewise, one also understood that leadership was confined to people who were born to be leaders. As the concepts and theoretical frameworks unfold, there were significant changes in recognizing that leaders could actually be trained and developed. Thus, one was accorded the opportunity to expand theoretical frameworks through the concepts learned on leadership and how these are to be applied in work settings. One realized that the little knowledge one knew about leadership at the start of the semester was just the tip of the iceberg and there lies a lot of wealth in knowledge and application that was learned during the course. What sort of beginning have you made toward becoming a better leader? From the theories and concepts learned from the course, one endeavors to become a better leader through applying crucial concepts that make an effective leader. This includes learning motivational theories and tools; applying performance evaluation and appraisals; practicing open communication patterns; learning more about conflict resolution strategies; and gaining more knowledge on cultural diversity, among others. One strongly believes that to become a better leader, one must be genuinely intent and determine to undertake continuous training and development through being regularly apprised for current and future events and theories on leadership and how these are to be applied in contemporary settings. One could do this through browsing through leadership journals and authoritative sources on management. In addition, one could learn to become a better leader through soliciting the comments and suggestions of people one leads. Through the perspectives of the followers or subordinates, one gets more information regarding strengths and weaknesses. Therefore, in as much as performance evaluations are deemed to be crucial for subordinates, one is convinced that being apprised of one’s performance as a leader should also be shared by subordinates to correct weaknesses and to improve leadership styles, as needed. One could therefore capitalize on personal and professional strengths; and at the same time, immediately address identified weaknesses. The secret is to continue learning and to appreciate being more open to knowledge and concepts that pertain to the evolving nature of leadership. What do you feel you have left to do? One feels that there really is much to do in terms of pursuing higher learning and training through leadership development courses and modules. Likewise, one is convinced that a more effective leadership style or practice could be inculcated through constant application of various leadership theories in different settings and through diverse encounters with subordinates of different personalities, traits, backgrounds, and preferences. As emphasized, “there is a world of difference between doing the right things and doing things right. The difference is one between effectiveness and efficiency. Effectiveness is doing the right things. Efficiency is doing things right. Both are crucial. Leaders are people who do the right things; managers are people who do things right” (Martires & Fule, 2004, pp. 177-178). Thus, professional growth and development could be gained through personal pursuit of advanced knowledge on the topic (through regular reading and research); as well as through immersion in practical applications in the work setting. One could ultimately aim to do both the right things and do the things right. Likewise, one feels that there is not only one’s personal and professional goals to meet; but also those of the subordinates and the organization’s goals, interests, and objectives. What insights do you have now that you didn’t have before? From the conceptual knowledge and personal insights that were written through the journals, the following were the most prominent insights which attested realizations and recognition of new learning: (1) there is a difference between leading and managing; (2) that leaders can be developed; (3) curiosity and constant pursuit for advanced learning is instrumental for personal and professional growth; (4) that there are predominant skills exemplified by leaders which make them excel and become effective and efficient; (5) coaching is a role that leaders assume to provide guidance and direction to subordinates whose performances need to be transformed for the better; (6) that there is a difference between transactional and transformational leadership theories; and (7) that an assessment of personal strengths and weaknesses is instrumental in addressing the weaknesses to transform oneself to becoming a more effective leader. Overall, one got to realize that there are many theories and concepts on leadership that one was totally unaware of at the start of the course. Through sharing of knowledge and experiences about being and becoming a more effective leader, one got to be more focused and determined in developing leadership skills through the concepts learned in the course. One got to appreciate that there is a chance for each and every individual to harness leadership skills; which were evidently identified and emphasized to be viable for development. There is therefore the need to embrace new insights and perspectives that would enrich one’s knowledge on the subject. Advanced courses on leadership and being involved in training and development could further assist in the professional growth of becoming a truly effective leader. Reference List Anon., 2013. Journal 1, s.l.: s.n. Anon., 2013. Journal 2, s.l.: s.n. Anon., 2013. Journal 3, s.l.: s.n. Anon., 2013. Journal 4, s.l.: s.n. Anon., 2013. Journal 5, s.l.: s.n. Anon., 2013. Journal 6, s.l.: s.n. Google, 2013. Definition of Leadership. [Online] Available at: https://www.google.com.ph/search?q=definition+of+leadership&oq=definition+of+leadership&aqs=chrome.0.57j0l3.4408j0&sourceid=chrome&ie=UTF-8 [Accessed 5 July 2013]. Hersey, P. & Blanchard, K., 1988. Management of Organizational Behavior. Englewood Cliffs: NJ: Prentice-Hall, Inc.. Management Study Guide, 2013. Functions of Management. [Online] Available at: http://www.managementstudyguide.com/management_functions.htm [Accessed 5 July 2013]. Martires, C. & Fule, G., 2004. Management of Human Behavior in Organizations. Quezon City: National Bookstore. Simic, I., 1998. Transformational Leadership - The Key to Successful Management of Transformational Organizational Changes. Economics and Organization, I(6), pp. 49-55. Read More