Leadership styles have been widely known and discussed in connection to politicians, artists, TV hosts and other managerial professions. However, few people think about their own potential in terms of leadership. This is partially due to the fact that not all people become leaders, organizational or spiritual, and still fewer end in positions of influence or power. However, there is leadership potential in every person, however humble position she or he holds, and this potential can be extended to change the environment in which people live. The importance of analysing one’s own leadership potential lies with the fact that once people realize they have it, they start to believe they can really achieve their goals, however monumental these are. And, paradoxically, when people start believing they can fulfill their dreams they can really do it since self-confidence does a great deal for achieving one’s full potential. This paper looks at my beliefs and principles describing how they align with leadership theories that have been studied and hypothesizes that I am likely to become a transformational leader if an opportunity ever arises.
My Fundamental Principles
To become a successful leader, one should have integrity and fundamental principles that never waiver. My fundamental principles are to collaborate and cocreate, align purpose and profit, take initiative, and lead by example. By collaboration I mean joint efforts at solving tasks where a leader inspires the team by his own example. As far as cooperation is concerned, I believe it is essential to take advise from one’s team and be open to new ideas and projects.
I firmly believe that the leader should be goal-oriented and align purpose and profit, that is to say to pose aims that would be at the same time reachable and bring money to the organization. Often, to have a goal is not enough and the companies need clarity of direction to reach superb performance. Taking initiative and assuming responsibility for one’s action is essential in leadership, since only then a leader can inspire others to follow his path. Finally, a leader must be the first to adopt a new proposed way of action as it adds credibility to his actions and vision.
I can say that my behaviors fully align to my principles, as I make an effort to incorporate them into life. When I feel able, I try to take initiative in projects or group work and inspire others by my own example. Moreover, I keep my mind open to new ideas and concept and ready to learn from others; I enjoy group work and collaboration, exchanging ideas on topical issues or entering into polemics with a worthy opponent.
My Values and Beliefs
My core values include commitment to innovation, integrity, honesty, courage and humility. Innovative activity has led the world community to a new, higher stage of development. Innovative processes originate in certain branches of science, and end in the field of production, causing progressive changes in it. I firmly believe that nowadays innovation is a necessity, not a whim, as new ideas constantly evolve in different branches of science. Sometimes it is difficult to embrace innovation as it means leaving the old and familiar. However, one should have courage to try something new as without this courage the amazing technologies that we have nowadays would never have existed.
Honesty and integrity are the main qualities that lend credibility to a leader’s actions. If a leader is caught lying, he will not be able to inspire others as all his actions will be perceived as false. I believe it is essential to be honest with one’s family, friends and colleagues, since only then the people will respect me and rely on me in any situations. In good times it is easy to keep integrity, but it is more difficult in a crisis and asks for courage and unwavering commitment to one’s principles. Humility presupposes being humble about one’s achievements and success. I believe it is an essential quality as it allows to avoid awkward situations, and carefully consider one’s actions. Careful thinking and planning before taking action lets me avoid unnecessary risks and achieve the planned outcome.
As far as my beliefs are concerned, I perceive people in the organization as colleagues from whom I may inquire some information or advice and who, in their turn, are welcome to ask me for a favour. People outside the company may be partners or suppliers to do business with as one should always be open to new ideas and acquaintances. I believe that people within organization should be empowered to make decisions concerning their work, which would give them stimulus for growth and self-development. Vise versa, when all the power is concentrated in one hands, people do not feel that they can influence their work output and become disheartened and depressed. I believe the policies of the organization should be elaborated to achieve the intended goals in terms of profit, innovation and human capital, taking into account the scientific and technical potential of the company, its production and marketing capabilities.
My behaviors partially align with my beliefs; I am honest with my family and colleagues and frankly outline difficulties that lie ahead of completion of any project. However, sometimes I lack courage to try innovative approaches in management and decision-making as it seems that verified and well-known strategies are reliable and do not need reconsideration. Moreover, I am humble about my achievements as I tend to see them as success of the team and colleagues who stumble upon the right path of action in polemics and discussions over the proposed action plans.
Trait Leadership Theory
The theory of traits is one of the first approaches to study and explain leadership. According to this theory, leaders are not made but born. Researchers believed that there is a stable set of qualities that distinguishes ‘great people’. In an attempt to summarize hundreds of studies, Ralph Stogdill (1948) and Richard Mann (1959) grouped leadership qualities. Stogdill (1948) singled out such qualities as intelligence, dominance, self-confidence, activity and energy, and knowledge of business. Mann’s (1959) list of qualities included intelligence, adaptability, extroversion, the ability to influence, lack of conservatism, receptiveness and empathy. More recently, Sethuraman & Suresh (2014) have analyzed the developments made over the past ten years, identifying the traits of the most effective leaders in modern conditions. They noted such features as self-confidence, optimism, energy, conscientiousness, complaisance and emotional stability. Chapman and Spong (2003) identified another set of traits: insight, common sense, ability to express thoughts, sociability, expressiveness of speech, adequate self-esteem, perseverance, and maturity. As it can be seen, so far there is no consensus as to what qualities a leader should have.
Moreover, when approaching leadership from the point of view of trait theory, many aspects of this process remain unaccounted for, for example, the ‘leader – followers’ relationship, environmental conditions and some others. The theory considers only a limited set of leader qualities ignoring his knowledge, values, and motives. In addition, it should be remembered that not only the presence of leadership qualities helps a person to perform the functions of a leader, but also the performance of leadership functions develops the necessary qualities. If the key characteristics of a leader are correctly identified, it is quite possible to make up for the shortcomings of the theory of traits by combining it with behavioral and situational theories. With the help of accurate diagnostic methods, it will be possible to identify leadership inclinations, when necessary, and subsequently develop them, teaching the future leader behavioral techniques.
Behavioral Leadership Theory
Proponents of the behavioral approach believed that the effectiveness of a leader is determined by the leadership style, that is to say by the habitual manner of leader’s behavior in relation to subordinates in order to influence them and contribute to the achievement of goals. Kurt Levin (1951) was the first to describe 3 leadership styles (leader behaviors): authoritarian, democratic, and liberal. According to Levin (1951), authoritarian leadership was characterized by a high degree of the manager’s authority as no powers were delegated to the group. Democratic leadership was noted for the division of power, employees’ involvement in management, and distributed responsibility. Liberal leadership was characterized by minimal involvement of the leader; the group had complete freedom to make independent decisions. In his research, Levin (1951) discovered that authoritarian leadership deemed more effective than democratic leadership. However, besides effectiveness, it resulted in low motivation, lack of group thinking, and greater aggressiveness shown both to the leader and to other members of the group.
Douglas MacGregor (1960) developed a two-factor model within which he singled out theory X and theory Y, where theory X stood for authoritarian style, while Y denoted democratic style. According to theory X, people were lazy and had no ambition (MacGregor, 1960). They shrank responsibility that is why to force them to work it was necessary to use coercion, control and a threat of punishment. Autocratic style was characterized by centralization of power and psychological pressure on the part of the leader (MacGregor, 1960). According to theory Y, labor was a natural process, where people gladly assumed responsibility and strove to complete organizational goals through self-management and self-control (MacGregor, 1960). Organizations with democratic style were characterized by a high degree of decentralization of authority. Subordinates took an active part in decision-making and could use their initiative in performing tasks. Behavioral theories of leadership stated that job satisfaction enhanced goal-oriented behavior of employees and boosted performance and discipline, so it was imperative for managers to acquire skills that helped them to promote employees’ contentment with their jobs.
Trait and Behavioral Leadership Theories: Comparison
Both theories believed that to become a great leader one had to have specific skills. Though these qualities differed, it was agreed that these were person’s abilities that determined the success of leadership, while working environment was not taken into consideration. However, there were differences between the two theories as well. While trait theory postulated the innate nature of leadership qualities, and, accordingly, the uniqueness of the leader himself, the behavioral approach considered leadership a set of behaviors, which could be mastered and learned. Within the behavioral theory, the leader’s behaviors were called leadership style.
My Leadership in Relation to Trait and Behavioral Leadership Theories
Both trait and behavioral leadership theories can be used to explain my leadership style. Having such natural qualities as persistence, conscientiousness, self-confidence, activity and energy according to trait theory I have the makings of a leader. These inner character features are likely to allow me to persuade and inspire others to follow my path. However, all these qualities are not enough to lead others without hard work, dedication and honing of skills. Behavioral Leadership Theories, looking at qualities that a person may acquire, helps to explain why hard work is necessary to achieve success. Being a dedicated individual, I hope to master the necessary skills that will allow me to become a competent leader in the future.
My Leadership Qualities Versus Mandela’s Leadership Qualities: Comparison
Nelson Mandela, a historic figure famous as the initiator of Black anti-apartheid movement, was a person of integrity who dedicated his life to the cause he cherished. Establishing the first Black law practice in South Africa to challenge apartheid legislation, Mandela showed himself as a daring and courageous person not afraid to stand up for what he believed in (Garba & Akuva, 2020) Spending about 20 years in prison and being constantly prosecuted by the authorities did not make him abandon his cause. Mandela had such qualities as persistence, tenaciousness, and courage that allowed him to lead people on their way to freedom. Garba & Akuva (2020) assert that Mandela’s credibility was so high that people were ready to join the cause just hearing his name. Mandela was not afraid to state his views openly, though he knew what punishment may befall upon him; it shows him as a person of rare honesty who did not want to lie either to others or to himself.
Comparing Mandela’s leadership qualities to mine, I can say that we share the merits of honesty and tenaciousness. Mandela never lied to his followers and was ready to suffer any punishment rather than betray his ideals. Like him, I am always honest with team members and frankly outline the difficulties ahead before a successful completion of this or that part of work. However, in my opinion, I lack the courage that he had to excess. Thus, I often hesitate before embarking on the decision and cannot adopt innovations without a grain of doubt as to their effectiveness. I admire Mandela Nevertheless and hope that courage can be learned and developed.
Insights to Enhance the Ethical Aspects of My Leadership Influence
The ethical aspect which, in broader terms, can be characterized as the general strive for the good and, more particularly, as creation of ethical organizational culture, is an essential part of leadership. Leaders constantly face choices that presuppose the compromise of ethical side for profit or benefits, which makes the issue of strengthening ethical aspects especially relevant. To enhance the ethical aspects of my leadership influence, several steps should be undertaken.
First of all, by setting positive example and making moral choices, I should be able to shape a system of common values and beliefs that would underline decision-making processes within the company. Guided by these values, employees would incorporate ethics into organizational culture by making ethical decisions and rejecting immoral outcomes. Secondly, I should encourage the employees’ wish for changes in the direction of enhancing efficiency and customer service, so that the company’s ethical culture becomes incorporated in all parts of its services. Finally, by discussing ethical issues and avoiding uncertainty as to the right course of action, I will underpin the high ethical standards adopted within the organization.
References
Chapman, A., & Spong, B. (2003). Religion & reconciliation in South Africa. Templeton Foundation Press.
Garba, D., & Akuva, I. I. (2020). The leadership styles of Nelson Mandela as a pattern for African leaders. Covenant University Journal of Politics and International Affairs, 8(1).
Levin, K. (1951). Field theory in the social science, Akademicheskiy Project, Moscow.
MacGregor, D. (1960). The human side of enterprise, 21(166), 1960. McGraw‐Hill: New York.
Mann, R. D. (1959). A review of the relationships between personality and performance in small groups. Psychological bulletin, 56(4), 241.
Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7(9), 165.
Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. The Journal of psychology, 25(1), 35-71.
Barner, C. (2012). Social media and communication. Sage.
Brownlie, D. (2012). Andragogy.
Cummings, J. N., Butler, B., & Kraut, R. (2014). The quality of online social relationships. Communications of the ACM, 45(7), 103–108.
Appendix A
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Appendix B
Demographic Information for Cummings et al. (2002)’s Review
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