There are many definitions of the word “strong” and as such, an individual’s definition will often determine their view on strong leadership. As I believe “strong leadership” means possessing the qualities (especially mental qualities) required to do something or get something done, I intend to put forward my opinion that strong leadership in business is a good thing. Strong leadership does not necessarily mean ruling with an iron fist, or that a manager’s style needs to be paternalistic and hard (although some subordinates do respond well to this style). A strong leader ‘is one who is intelligent, highly aware of their own actions, high in both person and task orientation, has a high need for power but a low need for others help, emotionally stable, has a variety and number of skills that allow them to adapt to different situations and has a recognition of the situation and of their own leadership style.’ (PsychologyCampus 2008). Strong leadership serves a number of functions some of these include (but are not limited to), according to Wray-Bliss, reassuring people of the importance of their actions and simplifying the complexity of organised life. A strong leader through their standing and their own morals will be able to control the organisation and themselves, portraying the confidence and poise they need to. People will often project their own needs onto their leaders and in Section One I will discuss the need that we, as individuals feel, to have a strong leader at the top of an organisation. This leader gives us the sense that everything is in control, that our world isn’t going to come crashing down around us, and if it does we can always blame our leader, or in some instances seek out a new leader who we believe possesses the qualities and ideals we can best identify with. Gabriel, (1991), shows us that our expectations on our leaders can often be met with both joy and sorrow. In section two I will discuss Strength, how strong leadership is the key to success and, in-part, the idea of the crisis of leadership which often calls for a newer, stronger leader. Paker, (2002), outlines that if we experience problems in our lives, with our jobs, our issues with government or with the world in general, then the answer is often supposed to be better management. Management is there to protect us from chaos and inefficiency, Leadership from this management is what guarantees us that organisations, people and machines will do what they claim to do. Section three outlines the need for a strong leader to be part of the organisation and put in the effort required to keep the organisation functioning. Drawing from Gabriel’s text on “Meeting God” I intend to illustrate just how important it is that a strong leader be a key part of a business organisation. Both Kim and Steve’s stories portray very similar images of a leader who is uncaring and too full of their own self-importance to be bothered with how subordinates relate to them and how things need to be running to an almost exact science in order for them to be able to maximise their return on their investments in wages, labour, product etc. These managers are the sort that are only ever in the business of making themselves look good and do not really have the interests of the organisation or the share-holders at heart. Anna’s story and Bob’s recollection of Sir Roy on the other hand outline a leader who is strong and of good character, it is these strong leaders that are able to ask almost anything of their subordinates and often others around them. This is what makes a good organisation work well, like a well-oiled machine that is able to deal with almost any obstacle that it comes across. These organisations are usually the ones that are seen to be doing the right thing both ethically within the community and also by its subordinates. Also in most cases as a result of how well a strong leader keeps these organisations running, return for investment and...
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