Experiential Leadership - Essay Example

Experiential Leadership Table of Contents Introduction 3 2. Critical Evaluation of Applied Leadership Theory in an Evidence-based, Inquisitive, Reflective and Critical Approach 4 2.1 Applied Leadership Theory in an Evidence-based Approach 4 2.2 Applied Leadership Theory in an Inquisitive Approach 5 2.3 Applied Leadership Theory in an Reflective Approach 6 2.4 Evaluating Applied Leadership Theory in a Critical Approach 7 8 3. Critical Analysis of the Concept of Leadership and its Effect on Followers and their Perceptions 9 Autocratic Leadership Style 10 Laissez-Fair Leadership Style 10 Participative Leadership 10 Transactional Leadership Style 11 Transformational Leadership Style 11 4. Reflection and Appraisal of Personal Leadership Potential 13 4.1 Outdoor Learning or Learning from Experience 13 4.2 Self-development 14 4.3 Experience from Institutional Learning 15 5. Evaluation of the Causality of Leadership to Practice 17 5.1 Different Effects of Leaders 18 5.1.1 Homogeneity in Leadership 18 5.1.2 Behavioural Constraints on Leader 19 5.1.3 Influence of External Factors 19 6. Conclusion 21 References 22 1. Introduction Leadership has long been an indivisible or an elemental set of condition that shapes cultural and behavioural characteristics of human. It helps identifying the best and/or worst nature of each individual and fostering their behavioural and cognitive perception. From the perspective of human development, leadership is often identified as a set of strong human capabilities in order to make decisions, actions and behavioural changes that are pervasive for the pursuit of a common goal and objective (Harvey, 2006). More significantly, leadership also determines to be a pervasive element that nurtures optimal capacity of an individual to understand the perception of the followers and lead them to achieve their optimal goals in both personal and professional career (Riggio & Harvey, 2011). In this regard, it is quite evident that the conception of leadership often requires an experiential learning to gain adequate understanding about the significance and role of leadership in human development. The essay critically reflects and appraises the perception of leadership in relation to streamlining potentials of individual leaders. To understand the conception and role of the potentials to garner effective leadership style, the discussion of the essay evaluates the perception of applied leadership theory in the context of evidence-based, inquisitive, reflective and in a critical approach. Throughout the discussion, the analysis sections of the essay portray the influence of leadership approaches and practice on the followers along with their perception within a particular organisation or group. 2. Critical Evaluation of Applied Leadership Theory in an Evidence-based, Inquisitive, Reflective and Critical Approach The leadership approaches have long been witnessed to provide a major contribution to the organisations by improving performance and achieving competitive advantages over others. In this regard, the applied leadership has been witnessing to obtain pervasive values and significance for the leaders to accumulate wider attention of the followers and enhance their performance for a shared organisational vision. In relation to the growing phenomenon in the global business environment, leaders apply various approaches of leadership practices accordingly (Northouse, 2009). Few of the major approaches of the leadership practices applied in the organisations have been critically evaluated in the following discussions. The application of the leadership practices depends on various aspects as stated and discussed hereunder. 2.1 Applied Leadership Theory in an Evidence-based Approach The concept of leadership has been widely recognized as the notion of competence, which tends to influence a group towards the accomplishment of organizational objectives. Leaders, in the present business world, are highly motivated in performing exceptional role towards improving productivity along with the level of self-efficacy of each individual staff member towards the attainment of organizational goals and values, which further tends to shape their individual leadership style (McGraw-Hill Education, n.d.). In relation to the past few decades, the emergence of leadership style has been widely viewed to explore a set of traits of the global leaders that have major contribution towards the long-term sustainability of the organisations (Hamilton, n.d.). In this regard, the applied theories have been critically identified to be a major set of aspects leading to transform the roles of leaders in the organisations and enable them to make significant behavioural changes on the followers within a particular group or organisation for effectiveness. Applied leadership theories identified in the modern business phenomenon have been playing a pervasive role for the leaders to increase productivity along with consistency on achieving organisational goals and objectives. An evidence-based leadership in this context is one of the major approaches leading to empower leaders’ capability of managing, controlling and stimulating best performance of the followers. The evidence- based approaches involve a wide range of leadership trait that significantly focuses on task-oriented method and identifying ways from evaluating evidence-based results (Hamilton, n.d.). 2.2 Applied Leadership Theory in an Inquisitive Approach With due regards to the theoretical aspects, the leadership theories provided in the essay also delivers a critical understanding about the inquisitive approach of leadership. In relation to a theoretical perspective, inquisitor approach in leadership practice generally includes a process of obtaining continuous learning. This implies learning of aspects underpinning courage, strength as well as compassion of each individual. According to Hahn, the philosophical perception of the author significantly believes that each individual has substantial level of strengths, courage and compassion than can be realised (Hahn, 1965). Moreover, he also realises that a continuous process of learning of an individual or environment through natural consequences is a pervasive process for a leader to make effective decisions about various strategic measures (Hahn, 1965). With due regard to the theoretical perception, the process of learning abilities of the individuals is essentially crucial for any leader to conserve sustainable relationship amongst the individuals with their persisting environment. The process in this regard provides a major opportunity to the leaders in determining key potential of the followers and energising their performance in the organisations. Correspondingly, adequate realisation about the quality of individuals can be regarded as an effective practice for the leaders to determine the potential of the followers. Additionally, the inquisitive approach in the applied leadership theory has also realised that the learning gained from the external environment such as educational institutions or community based learning programs have major influence on the leaders to increase performance of the followers (Paterson & Chapman, 2013). 2.3 Applied Leadership Theory in an Reflective Approach From a reflective approach perspective, the leadership theories are found to be more experiential learning for the leaders to refurbish perception of the followers to comprehensively, attain a shared goal or objective. This is owing to the fact that the leadership theories identified in the modern business phenomenon involves wide range of theories that enable leaders to influence followers for achieving their personal and professional goals. In the context of recent leadership theory, the theory of increasing perception of the followers over various innovative factors has been critically identified in order to stimulate organisations’ performance and formulate competitive advantages (Gray, 2011). Therefore, the implementation of transactional and transformational leadership is often observed as a common set of leadership theory applied by the leaders to increase the capability and refurbish performance traits of the followers. With reference to the basic concept and in-depth understanding of transactional and transformational leadership approaches, it has been critically observed that both the leadership styles have distinct notion along with dissimilar role to play during organisational turnaround. In relation to the condition of organisational turnaround, the transactional and transformational leadership styles play a crucial role for the leaders to ensure a stable positioning of the organisation (Dixon, 2011). Leaders following this style of leadership accept change and deal with the followers based on the situation to enhance the productivity and profitability of organisation. In the recent practice of leadership skills and approaches, leaders are more likely to focus on using appropriate and effective management skills while communicating with the followers and other individuals during any complexities or hurdles in the organisational activities. In the similar context, the leaders of the organisations also focus on managing their cognitive and behavioural skills while approaching the groups or individual follower. The process helps to develop abilities of the leaders to identify issues associated with cognitive development process of the followers and help them to improve their perception regarding behavioural aspects in line with the organisational goals and objectives. The leader might face difficulties associated with managing the issues and conflicts of the followers due to various ups and downs of organisation. In this regard, leaders play a pervasive role to maintain effective management and behavioural skills to address issues and manage followers by increasing their ability of handling any type of uncertainties in the organisation (Zervas & Lassiter, n.d.). 2.4 Evaluating Applied Leadership Theory in a Critical Approach From a critical approach, the evaluation of applied leadership theory have also been recognised to involve wide range of traits and behavioural aspects of the leaders to determine clear perception of ten followers and transform them to improve their personal and professional backgrounds. From a critical perspective, the leadership theories developed in the early age of globalisation incorporated valuable factors that have substantially enabled leaders to determine the potential of the followers and their capabilities to accomplish any goals based on organisation or any groups. In this regard, the ‘Great Man’ theory, significantly emphasises that the ‘leaders are born and cannot be made’ as the theory often represents that the great leaders are destined to unveil their leadership capabilities as per the need arises within a particular group, community or organisation (Podsakoff & et. al., 2003). With due regards to the conception of the ‘Great Man’ theory, the statement involves major evidences regarding the example of great leadership names and their innate potentials have been emerged during any type of needs occurred in a particular group, community or organisation. However, in relation to the recent phenomenon, the concept of leadership generally describes about the skills and abilities of the individuals that are transformed with the help of identifying distinctive characteristics of the individuals and renovate their capabilities to manage and control situations within a particular community, group or organisation (Bolden & et. al., 2003). 3. Critical Analysis of the Concept of Leadership and its Effect on Followers and their Perceptions The concept of leadership can be defined as a set of competencies or traits of an individual that influences thoughts and behavioural aspects of other individuals. An effective form of leadership often involves a number of strong attributes that empower not only the performance level of the staff members, but also the elements enable members to improve their personal and professional goals (Wagener, 2014). In relation to the recent phenomenon, leadership is one of the most critical determinants for a leader to pursue the goal of aligning strategic goals of the organisations with the innate capabilities and performance skills of the followers. Moreover, it has pervasive roles in transforming behavioural aspects of the followers and improving their philosophical understanding of improving personal goals (SAGE Publications Inc., n.d.). In relation to the rapidly growing competitiveness in the modern business environment, leadership plays an essential role for organizations to develop long-term sustainability in a particular market or industry. It plays a pivotal role to influence the operational strategies and activities towards the achievement of the organizational vision and objectives (Andriopoulos & Dawson, 2009). In this regard, emphasizing adequate focus on understanding perception of the followers is also a major attribute of a leader to determine their area of competencies and improve their performance to redefine performance in organizations. In addition, an effective practice of leadership skills also helps leaders to increase self-believe as well as enthusiasm of the followers that further help to determine and obtain their future goals. According to the key findings retrieved from various research studies, it has been critically identified that the effects of leadership on the followers vary in accordance with the type of leadership styles followed by the leaders in a group or organization (Barrett, 2006). Few of the major leadership styles followed that have major effects on the followers have been discussed as follows. Autocratic Leadership Style The autocratic or authoritarian leadership style simply refers to a leading process where the leaders or managers have the authority to take decisions without the involvement of other members within a particular group or organisation. The style significantly allows the leaders to possess adequate superiority and impose their will on the followers (Bolden & et. al., 2003). The style significantly has a major influence on the followers to have minimum or less scope to share their own ideas and opinions to develop both personal and organisational goals. Laissez-Fair Leadership Style The Laissez-Fair leadership style is often regarded as a process wherein the supervisors or any individual worker is provided with adequate rights and authority to make decisions concerning the advancement of the organisational operations (Adair, 1983). The leadership style significantly endows with an opportunity that privileges followers to have equal opportunity to share ideas and opinion to develop professional and personal life. Moreover, the leadership style also empowers followers to increase their self-believe and increase their performance to achieve organisational goals and objectives. Participative Leadership The participative leadership style involves the ideas that significantly raise the performance of the employees by prioritising and valuing opinions or the ideas of each individual follower to any particular organization. This particular leadership style is also regarded as a motivational model, which enhances the level of making effective decisions, resulting in developing the overall performance of organizations. The leadership model offers adequate opportunities to the followers to participate in the process of decision-making with unique ideas and opinion that help them to reenergise their perceptions of improving personal and professional development (Northouse, 2009). Transactional Leadership Style The concept of transactional leadership approach can be defined as a particular style, which is primarily based upon setting the predetermined business targets especially for the followers. Moreover, this approach uses both punishments as well as rewards in order to enhance the performance level of the individuals or groups. The leading process in this context can be considered as a major approach that helps followers to set their benchmark and substantially improve their ability and quality deliverance for the assigned roles in the organisations (Gardiner, 2006). Transformational Leadership Style Transformational leadership style is duly regarded as one of the promising aspects of leadership style, which enables the business leaders to transform their capabilities of developing an effectual organizational process. This leadership style significantly emphasizes forming along with developing superior communication process in order to obtain the ultimate goals of the organizations (Bolden, 2004). The leadership style helps followers to tailor their innovative ideas and perceptions to increase their will power along with self-efficacy to gain productive strengths in both their personal and professional life. Moreover, the implementation of transformational leadership approach also provides a major advantage to the followers to recognise their ability and tailor their skills to achieve personal and professional goals. This style of leadership is considered as effective as it helps in creating and aligning the vision of the organisation with the team members. In addition, leaders take initiative in managing the vision, which is diversified. Moreover, this form of leadership is useful in managing change in organisation by understanding the need of the employees and the external situations (Dixon, 2011). 4. Reflection and Appraisal of Personal Leadership Potential In relation to the above discussion, the applied theories in different leadership approaches have provided a major understanding about the concepts and significance of leadership approaches on shaping perception of individuals. In this context, we have been critically identified that in an evidence-based approach, the applied leadership theories laid a remarkable performance of harvesting different essential learning of understanding behaviour as well as perception of the followers. Learning about one’s self behaviour and compassion through different natural consequences has been identified as a major concept for any leader to determine courage and strengths of the followers. I have also gained a major understanding regarding the influence of inquisitive approach. The applied leadership theory is also a major aspect of nurturing skills and abilities of the followers. Few of the major process of learning effective leadership skills have been discussed hereunder. 4.1 Outdoor Learning or Learning from Experience The process of emphasising outdoor learning can also stimulate leaders to gain major perception of the followers (Ogilvie, 2005). According to a critical understanding, we have evaluated that the applied leadership theories are pervasive in terms of characterising behaviour of leaders on various functions of directing, leading, controlling and managing their followers. The study also revealed about the crucial role of reflection to learn and develop competency of the leaders throughout his/her different stages in life. In this regard, we have observed from different theoretical models and of applied leadership theories that reflection is one of the major and pervasive elements for the leaders to learn, develop and maintain competency levels across the different span of life. In this regard, we can critically state that the process of learning through experience provides leaders to garner appropriate leadership skills and increase their ability to improve perception of the followers. We have also critically identified that the modern way of learning mechanisms such as adopting ideas and principles are relatively more influential for leaders to increase their abilities or knowledge of renovating followers (Greenaway, 2005). Although the traditional learning mechanism includes valuable theoretical implications on increasing knowledge and abilities of the leaders, the modern mechanisms of learning from own experience or practical implications are found to be more effective than the traditional approaches. The traditional methods of learning also have major limitations, as they do not provide any type of real life experience as well as understanding that can empower a leaders’ capability. Moreover, leadership style becomes more effective with the increase in the years of experience and by dealing various situations (Dodd, 2014). 4.2 Self-development In order to obtain adequate understanding about the process of controlling and improving experience of the followers, we have also identified the significance of self-development of the leaders in this regard. According to a critical assessment of different philosophical understanding, it can be stated that the notion of self-believe often plays a crucial role for the leaders to determine continuous transformation in their leadership skills and practices. According to the statement of Hahn (Ogilvie, 2005), “If a person develops the ability to respect themselves, the people and the things around them, they will take an increased interest in the long-term effects of their actions on the environment and the people who live within it.” With due regard to the statement, a process of learning about own abilities substantially increase the interest of a leader to pursue long-term effects regarding their leadership practices on the environment along with the people surrounding to them. In this regard, the statement of Hahn (1965) can also be considered as a major understanding, which can also provide proper ability to the leaders in fostering their leadership skills and practices. In this context, it can be stated that believing and realising about own abilities and compassion can help leaders to transform their leadership practices. Moreover, we have also learnt from the statement that learning one’s ability and courage by evaluating with the natural consequences plays an essential role for any individual leader to stimulate their own ability (Hahn, 1965). 4.3 Experience from Institutional Learning Additionally, we have also identified that the outdoor educational institutions also perform a crucial role in terms of offering inspirations to individuals from different age groups by a positive outdoor learning experience. The process has been identified to outline and provide support philosophical understanding and values of the individuals. We have critically identified that the scheme of forest schools education is one of the most effective educational practices than the traditional schooling programs. The learning mechanisms in the forest schools provides a major support and inspiration to the learners to gain philosophical understanding and values that build positive outdoor experience to each individual irrespective of their age of learning (Forest Schools Education, 2014). According to an overall assessment, we have gained a major understanding that forest school approach of learning encourages learners to obtain strong social skills and increase their ability to perform efficiently in-group activities with attaining high self-esteem. In this regard, we can critically state that the forest school approach helps learners to increase their confidence level and abilities that further improve the opportunities for the students to gain major experience of success (Forest Schools Education, 2014). According to the overall understanding from the approach of forest schools, we have identified that the experience gained from success is crucial in affecting changes within an established behavioural patterns of the individuals. In this regard, it has been critically determined that the learning approach in the forest schooling is an efficient foundation to achieve strong academic goals. With due consideration to the significance of forest school approach, we can say that the learning mechanism clearly outlines the prominent role of outdoor learning to increase social skills as well as capability of performing group activities by the learners. The reflective practices in the approach has been identified as one of the most developmental learning mechanism in the outdoor learning process especially in terms of establishing supportive working environment and developing strong values and philosophies of the learners. 5. Evaluation of the Causality of Leadership to Practice According to an in-depth understanding of different leadership approaches, it has been identified that leadership has direct influence towards shaping and tailoring perception of the followers. Throughout the overall discussion, we have discussed the role of various factors and circumstances or situations that have major influence on the leadership potential of any individual (Goodall, 2006). From a major understanding obtained from the factors of external learning, it has been critically identified that the perception of an individual is garnered or shaped by the characters surrounding him or her in the natural environment. In this context, the factors in the natural environment have also been identified to nurture the capability of the individuals while responding to do any activities individually or in a group or organisation. Causality of change and changes in leadership is a major element that provides learners to maintain social as well as natural realities in the environment that are significantly apart from the perception of realities (Hickman & Couto, 2006). Causality can be simply defined as mechanism or way to measure the effect of any particular cause(s) that have major influence on a leader to effectively direct, manage, control and coordinate followers (Antonakis & et. al., 2010). Historically, a successful leader can be critically identified by evaluating his/her ability to introduce changes for either better or worse, which significantly raises a major question regarding the causality. According to the findings of the study various political theorists, have been perceived that ‘power relation is considerably a type of causality relation.’ Although term ‘power’ usually represents a wide range of ways, but there is always a considerable agreement that the power relation is considered a crucial part of causality relation (Riggio & Harvey, 2011). In order to determine the relevance in causality of leadership to practice, the following discussion critically explores different effects of leaders. It also determines to how they have taken place in underpinning the philosophically based causality. 5.1 Different Effects of Leaders According to a critical assessment regarding the magnitude of effects that have major impact on leadership practices, it has been perceived that three major reasons are often observed to have an effect on leaders in an organisation. Firstly, selection or practicing similar types of leadership styles as followed by the other successful leaders can be duly accepted as one of the major reasons that have major effect on the leaders. Secondly, the constraints that are often seen in the behaviour and discretional aspects of the leader can also be regarded as another reason that changes leadership effect on the organisation. Thirdly, the external factors that have major impacts on the organisational performance can change the leadership practices of a leader (Hickman & Couto, 2006). 5.1.1 Homogeneity in Leadership The homogeneity in leadership practice can produce number of changes regarding behaviour or characteristics exhibited by the leaders. The process of selecting or choosing similar type of leadership style may substantially reduce the actual capability of the leader and is considerably problematic in order to identify the effect of changes on the leadership practices. In this regard, the constraints associated with the selection process often raise a tendency on the person, which can reduce his/her capability to achieve desired outcomes in the organization. In addition, a self-selection process of perceiving similar leadership styles may create major obstacle for a leader to successfully deal with the uncertain complexities in the organization led by different changes in managing and operating activities (Pfeffer, 1977). 5.1.2 Behavioural Constraints on Leader In order to determine causality in leadership, the constraints derived from different social factors can substantially change the behaviour of the leaders. In this regard, an appropriate training and development program can build appropriate leadership behaviour. Additionally, it has also been recognized that the behaviour of the leaders can be regarded as a major set of constraints that can change the actual leadership skills and competencies of the person. From a philosophical perspective, a leader includes a role set, wherein the members conserve the expectations of appropriate behaviour of the leader in terms of directing, managing and controlling different operations. Moreover, expectations of peers and/or superiors are also found to be relevant in terms of developing actual behaviour of the leaders (Hickman & Couto, 2006; Pfeffer, 1977). Studies have also represented that the behavioural characteristics of the leaders are also constrained by the increasing demand of other individuals and limitations that are prescribed by the organisation due to certain influence from the external factors. 5.1.3 Influence of External Factors From an organisational perspective, there are numbers of factors from the external environment that can be accepted to have major effects on the leaders’ behaviour of controlling, managing and decision making processes. In this regard, the regulatory policies of a particular area of business along with changing discretional aspects of the external members linked with the organisational performance can have major influence the leaders to efficiently perform his/her leadership roles. Correspondingly, changing policies associated with trade regulations and environmental related guidelines can change the decision-making processes of a leader (Pfeffer, 1977). In addition, the success or failure of a leadership approach may also vary due to the changing or unique circumstances derived from the external environment. In this regard, the leaders’ behaviour may frequently change due to the minimum or less ability to control circumstances in the external environment. In addition, ability to make strategic direction by the leaders may also involve major changes if a person is appointed to any unfavourable location with varied financial position or changing environmental and technological advancements. The changes in financial position of a particular area often reduce the ability of a leader to make appropriate strategic measures or making decisions to achieve the leadership goals. Hence, it is worthy to state that external factors affect the leadership style considerably (Podsakoff & et. al., 2003). With due regards to the aforesaid discussion, causalities in leadership practices are generally occurred due to various types of changes driven by the social and behavioural characteristics of the leader. Additionally, the causalities may also be driven due to the changes in different external factors in which a leader has less or no ability to control the situations. 6. Conclusion Leadership practices have undergone major changes due to the unabated drift of the global phenomena. According to a critical observation of the study, it can be critically identified that philosophical concepts of learning, basic leadership traits provide a major support for the leaders to increase ability of controlling situations within a particular group or organization. The leadership theories detailed in the above sections provide a major understanding regarding the factors that have major contributions towards shaping leadership characteristics of a person. Additionally, the theories are also found to be more relevant in terms of gaining knowledge about the key mechanism of learning valuable characteristics of a successful leader. In this regard, the role of outdoor learning is one of the pervasive mechanisms for any individual to gain strong capability of managing and controlling situations efficiently. 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