MGT 321: Assessing Leadership Skills
Professor: Meredith Peabody
July 30, 2012
This paper will provide information about the theoretical approaches that I will use to enhance my leadership effectiveness, it will discuss my leadership style and the reason I choose the style. This paper will also explain the leadership skills and qualities I already possess, with the skills and qualities that need improvement, along with how to implement the leadership/follower interaction to improve the organization where I would like to work, and finally describe one point of action that I’ve learned from my Self Insight papers, that will include a description of how each point will be implemented. Let’s begin by defining leadership; leadership is the influence relationship among leaders and followers who intend real changes and outcomes that reflect their shared purposes. (Draft, 2011, p.5) Leadership is a people activity and is different from administrative paper work or planning activities. Leadership happens with people, it is not something done to people. (Draft, 2011, p.6) The theoretical approaches that I will use to enhance my leadership effectiveness will be to incorporate the democratic leadership style; along with the Fiedler’s Contingency Model. The democratic style of leadership delegate’s authority to others encourages participation, relies on subordinates’ knowledge for completion of tasks and depends on subordinates respect for others. (Draft, 2011, p.44) Democratic leadership style is similar to Theory Y Democratic leaders treat subordinates as fully capable of doing the work on their own. Democratic leaders work with subordinates they encourage, they treat each one fairly. They don’t put anyone down, they see themselves as guides. They give suggestions, rather than trying to change them. Democratic leaders provide information, in their evaluation they give objective praise and criticism. (Northouse, 2009) Although a Democratic leader will make the final decision, he/she encourage other members of the team to have a say in the decision making process. This not only boost job satisfaction by connecting employees or team members in what's going on, but it also help to develop people's skills. Employees and team members feel in control of their own destiny, such as the promotion they deserve and so are motivated to work hard by more than just a financial reward. As participation takes time, this approach can lead to things happening more slowly but often the end result is better. The approach can be most suitable where team work is essential and quality is more important than speed to market productivity. (Bhatti, N, et, al.2012) The outcomes of democratic leaders are mostly positive, first it results in greater group member satisfaction, commitment, and cohesiveness. Second, there is more friendliness, mutual prates, and group mindedness. The teams members interact with each other in a positive manner, and the goal is has the group in mind with making we statements opposed to I statements. Lastly, democratic leaders result in stronger worker motivation and greater creativity, and under a democratic leader group members participate more and are more committed to group decisions Fiedler’s Contingency Model; this model was designed to enable leaders to diagnose both leadership style and organizational situation. (Draft, 2011, p.68) This model was also designed to diagnose whether or not the leader is task oriented or relationship oriented and match the leader style to the situation. The Tasks oriented people are goal oriented. They want to achieve. Their work in meaningful, they are doers. Then we have Relationship oriented people they find meaning in being rather than doing. Like the democratic style, relationship oriented people they want to be connected to people. There is also Task leadership and Relationship leadership. Task relationship behaviors facilitate goals...