Personal Leadership Strategies and Interventions

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Personal Leadership Strategies and Interventions
BUS: 610 Organizational Behavior
Instructor: Dr. Leo Smith
February 5, 2012

Personal Leadership Strategies and Interventions
Effective leadership is a collaboration of individual style and execution of strategies. Successful leaders understand and implement tactics which motivate and influence employees to accomplish stated objectives. Regardless of the circumstances, the role of leadership is inherently tied to personality traits. Leadership and Personality Traits

While there are various components that make up leadership traits, individual personality characteristics have a direct bearing on the development process of good leadership. Style plays an intricate part in how leaders motivate, influence subordinates and accomplish objectives. Variations of personality and leadership presentations are precisely what determine positive or negative outcomes. Just as circumstances vary, approaches to matters must also adapt. In other words, there is no specific type of leadership that is applicable to every situation. Thus, it is incumbent upon overseers to acquire knowledge, skills and impart information in a manner that is easily understood by workers. “Leaders apply their skills and knowledge and motivate others to work harder and achieve certain goals. Leadership skills can be learned, but the knowledge which a leader possesses is influenced by certain traits and attributes like character, ethics, values and beliefs” (Bhattacharyya). Leadership Strategies

Proficient leadership strategies require the ability to first self-govern before one can successfully manage others. Demonstrating exemplary conduct rooted in honesty, fairness, consideration and possessing adequate knowledge are relevant fractions of leadership. Upon developing and applying these measures to supervising others, participative management can be achieved. This approach engages employees to directly participate in setting goals, making decisions, solving problems, as well as making changes in organizational operations. “Advocates of participative management claim employee participation increases employee satisfaction, commitment and performance"(Kinicki & Kreitner, p. 334). According to the need Hierarchy Theory developed by Abraham Maslow, participative management is protected to increase motivation because it helps employees to fill three basic needs, consisting of autonomy, meaningfulness of work and interpersonal contact. Moreover, “satisfaction of these needs enhance feelings of acceptance and commitment, security, challenge and satisfaction. In turn, these positive feelings supposedly lead to increase innovation and performance" (Kinicki & Kreitner, p. 334). Full-Range Model of Leadership

Bernard Bass and Bruce Avolio are authors of the full-range model of Leadership Theory which proposes: "leadership behavior theories varied along a continuum from laissez-faire leadership (i.e., and general failure to take responsibility for leading) to transactional leadership to transform leadership” (p. 357). Among the three, certainly, laissez-faire is an extremely ineffective method that should be avoided. Transactional and or transformable leadership are both linked to generating positive organizational behavior. They are attributes of constructive and concise leadership capabilities. Transactional Leadership

Implementation of transactional leadership concentrates on clarification of the roles and task requirements for employees. It utilizes systems of positive and negative rewards based on performance. Furthermore, it clarifies fundamental managerial actions focused on goal setting, progress monitoring and strategies for achieving proficient outcomes. Rewarding individuals for quality workmanship, while punishing employees that fail to effectively meet responsibilities, are tactics associated with intrinsic motivation. “Transactional leadership, also known as managerial...
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