1.0 IntroductionThis report concerns the general framework of my professional and personal leadership development. The details I will be presenting are what I consider to be in my current or future role for my clients, my team, my organization and my self. It is followed by the narratives of what I look like at my best with the understanding of my previous experiences. Then employ literature to review why those two tasks are important for leadership development.
This report will reflect how I perform in current role with others and also the skills and strengths I have developed and discovered.
2.0 An effective organizational leaderThe success of an organization depends on people working together and sharing a common purpose. The leaders need to focus on the workforce to identify their individual human needs. Leaders are affected by the constantly changing environment in which globalization plays a key role. Accordingly, the workforce is in the trend of diversification. Hence, an effective leader is an individual who displays transactional and transformational leadership. To be an effective organizational leader, we must know the dimensions of two leadership styles.
In a study by Zhu, Chew and Spangler (2005) and Daft (1999), a transactional leader is an individual who clarifies subordinates role and task requirements, initiates structure, provides rewards, and displays consideration for subordinates. To meet these requirements within the business, the leader must be able to adjust the style of leadership to satisfy the subordinates. When subordinates demonstrate a low readiness level to achieve tasks, leaders need to adopt a directive style of leading that gives employees explicit directions on how tasks should be accomplished. However, when the readiness level increases, leaders should be able to adjust to a more delegating style of leadership that gives subordinates the responsibility for making and implementing decisions.
A transformational leadership goes beyond transactional leadership techniques. Tickle, Brownlee and Nailon (2005) state that a transformational leader has the ability to inspire and motivate people to do more than the call of duty, in addition, innovative by bringing changes within the business such as upsizing the business entity. Daft (1999) claims a transformational leader has the ability to get people to embrace a common purpose and to implement a visionary idea that will excite, stimulate, and drive other people to work hard. This involves the leader being able to listen, in order to learn what moves people. Leaders who motivate are able to communicate in a way that inspires people. There is often an aesthetic element to their visions. They not only communicate information, but also a sense of meaning that inspires people to follow, even if it may lead to sacrifice in terms of hard work, long hours and deferred rewards.
Anyone can be a leader, but a successful leader is an individual whose behavior more reflects the transformational leadership style with the use of personal power to influence people to achieve the goals of the business. According to Mastrangelo, Eddy and Lorenzet (2004) the combination of professional and personal leadership will create willing to cooperate environment within the organization which make the leaders succeed.
3.0 How I need to be in my current (or future) role?I need to beI am currently ?/10For my clients:ResponsiveCordialRespectfulTactful8896For my teamAble to adapt my leadership styleAble to effectively manage performance issuesClear about the team's mission and visionContributing to positive emotionsAble to convey the key lessons of organizational effectiveness through stories of my own workplace experiencesTeam work collaboration356546For my organizationReliableInnovativeContributiveActing in ways that are clearly aligned with the vision, values, and strategyAble to get a lot done65546For my selfCultivating the virtues...
References: ates, S 2002, Facing the future, HR Magazine, Viewed 9 February, 2007, .
Botaris, E 2003, Looking back at 2003: key trends in management development, Viewed 9 February, 2007, .
Wright, P 1996, "What Leaders Read1: Managerial Leadership", National College for School Leadership, 2003 edition, Prentice Hall, UK.
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