Theories of Effective Leadership | Free Essay Example

Theories of Effective Leadership

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Topic: Business & Economics
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Insights Gained into Organisational Dynamics

Organisations should implement powerful models and behaviours depending on the targeted goals. The term “organisational dynamics” is widely used to examine how human capital in a company can be managed to improve the level of business performance (Mastrangelo, Eddy, & Lorenzet, 2014).

In order to manage and guide people to support the targeted organisational goals, leaders should be on the frontline to implement the best theories and models. The class materials have equipped me with adequate insights and concepts that can support my leadership style.

The first insight gained into organisational dynamics is human resource management (HRM). The HRM model or theory focuses on the best functions that have the potential to promote organisational performance. For instance, HRM managers should be able to attract the right people, guide them, and provide adequate skills and resources that can drive performance.

I have embraced the idea because it encourages leaders to empower their followers, engage in critical decision-making processes, solve problems, and deliver timely support (Mastrangelo et al., 2014). The concept makes it easier for leaders to identify every emerging issue and address it efficiently.

The second insight is that of contingency leadership. This theory indicates that leaders should be guided by the emerging issues and attributes experienced in the workplace. According to the conception, leadership models should never be rigid.

Instead, I have understood that the leader should begin by analysing the nature of the existing situation. The next step is redefining or adjusting the leadership approach in accordance with the issues at hand (Bolman & Deal, 2013). With this kind of knowledge, the leader will implement an evidence-based leadership approach that meets the needs of the targeted followers.

The transformational approach to leadership is the third theory gained from the class work. This style is embraced by many managers because it presents adequate guidelines for creating vision and implementing the targeted change.

The leader finds it easier to inspire the followers, address emerging issues, and remain committed to the organisation’s objectives (Martin, McCormack, Fitzsimons, & Spirig, 2014). I find this model meaningful and appropriate for my leadership style.

The fourth insight that will definitely support the dynamics in my organisation is the leader-member social exchange. Commonly abbreviated as LMX, this theory encourages leaders to form appropriate relationships with the followers (Karanika-Murray, Bartholomew, Williams, & Cox, 2015).

This approach guides the leader to provide adequate support and resources to the subordinates. Decisions are made much faster and effectively (Tse, 2014). The ideas associated with the model will definitely make me a successful leader in the future.

Importance of the Insights and Theories to Leadership Effectiveness

The above insights are relevant because they offer evidence-based and practical ideas that can be applied in different organisational settings. The HRM theory outlines the best practices that can be undertaken by companies to manage human capital.

The provision appropriate guidelines, incentives, and training can empower and guide more employees to focus on the targeted goals. The approach goes a step further to identify and address every emerging problem (Mastrangelo et al., 2014). When such issues are addressed, the workers find it easier to support the targeted goals.

The contingency leadership theory provides a manager with adequate insights for managing his or her subordinates. The model begins by acknowledging that different scenarios call for appropriate actions. It is therefore necessary for leaders to examine the needs of their departments and followers (Bolman & Deal, 2013).

This understanding will result in an evidence-based leadership model that is in accordance with the emerging needs. Individuals using the model will make appropriate decisions, implement powerful action plans, and eventually drive performance.

The transformational leadership concept is appropriate for every business organisation. The model guides leaders to identify adequate changes that can result in new cultures and practices. The theory can be used to create and communicate a new vision to the followers. Consequently, the subordinates are guided and empowered in order to resonate with the firm’s vision statement.

Adequate resources, empowerment, and support are some of the best practices that eventually promote business performance. The workers and leaders will collaborate in order to identify the emerging challenges and solutions that can transform business performance (Mastrangelo et al., 2014).

The theory is appropriate because it can transform the profitability and performance of a given business. Managers and leaders who embrace the model will have increased chances of recording positive results.

The leader-member exchange is supported by many managers and organisational theorists because it promotes the best environment for performance. The leader is guided to establish meaningful relationships with the followers. The parties engage in constant exchange of ideas and concepts. The followers receive resources in a timely manner (Tse, 2014).

These approaches eventually transform the visions, ideas, practices, and strategies targeted by the firm. The leadership practice results in positive gains within the shortest time possible. The reduced level of hierarchy will guide, empower, and encourage the targeted workers. The emerging practices will eventually make it possible for the firm to achieve its business objectives.

My Current Effectiveness as a Leader

My leadership style focuses on the best practices, action plans, initiatives, and strategies that can support the needs of my followers. Whenever leading my subordinates, I embrace the idea of teamwork in an attempt to achieve the targeted objectives.

The inclusion of different players throughout the process is a powerful approach that supports my leadership philosophy. This practice has been appropriate for me because it has led to positive performance in my organisation.

The level of collaboration results in timely decisions and positive ideas that can improve performance (Mastrangelo et al., 2014). It has always been necessary to liaise with different managers throughout the leadership process. This initiative is what makes it easier for me to understand the unique issues and gaps that must be addressed in a timely manner.

On top of that, I still believe that my leadership style is far from perfect. This is the case because human beings and leaders should embrace the concept of lifelong learning. This practice is what encourages leaders to identify the existing gaps in their models, embrace emerging concepts, and redesign their philosophies depending on the unique needs of the targeted followers (Martin et al., 2014). This understanding explains the above four insights gained from the readings will be used to improve my effectiveness as a leader.

The human resource management concept will guide me whenever supporting the needs of my workers. The model supports the importance of addressing every emerging complaint or issue.

The employees should be allowed to present their grievances in a timely manner. The HRM model will guide me whenever managing human capital in my organisation (Mastrangelo et al., 2014). I will go further to plan, acquire resources, and focus on every targeted goal.

The concepts associated with the contingency leadership theory will definitely transform my experiences and ideas as a manager. The theory will make it easier for me to identify the unique needs of my followers. The model helps me identify the needs of my subordinates and guide them accordingly.

The concept of evidence-based approach in leadership is a powerful attribute associated with the theory. For instance, one team might have unique challenges or strengths that are absent in another.

That being the case, the theory will ensure the right attributes and practices are used to ensure the targeted team is on the right path (Martin et al., 2014). Basically, I will be ready to offer evidence-based solutions to the targeted problems depending on their complexities. Consequently, I will be in a position to change the situation and maximise performance.

The transformational leadership approach will be a useful resource in the future. I will use the model to design and implement new changes depending on the anticipated goals and the competencies of my followers. The leadership model will be used to create the best vision for the organisation, promote desirable climate, and deliver the intended resources (Bolman & Deal, 2013). The strategy will eventually make me a better leader.

I will use the leader-member social exchange to ensure the targeted goals are realised in a timely manner. This model has guided me to reconsider the concept of teamwork. In my future leadership practices, I will always be ready to go a step further to interact with my followers.

This practice will result in a social exchange whereby ideas and concepts are shared constantly (Karanika-Murray et al., 2015). Every challenge will be identified and addressed in a timely manner. The needs of the followers will be addressed in order to ensure the targeted goals are realised.

Leadership Improvement Action Plan

Individuals should embrace and identify new ideas that can support their leadership philosophies. In order to achieve this goal, it is necessary to use appropriate improvement plans depending on the targeted concepts and changes (Bolman & Deal, 2013). My leadership improvement action plan will ensure the four insights of organisational domain are included in my model. The improvement plan will focus on the key steps presented below.

Self-Assessment

This step will be used to identify the unique strengths and weaknesses associated with my leadership approach. I will use the StrengthsFinder assessment tool during this phase (Martin et al., 2014). The identified strengths will be outlined in order to identify how they can address my weaknesses.

Defining a Mission Statement

The second step will be to define the intended mission. During the phase, the core skills and competencies outlined in step one will be considered in order to support the process (Martin et al., 2014). The mission statement will outline the efforts that can deliver positive results.

Lifelong Learning

This step will be used to acquire evidence-based ideas and concepts that can redefine my leadership philosophy (Mastrangelo et al., 2014). The four insights will be studied further in order to identify the right attributes that can deliver the targeted mission.

Change and Practice

The identified ideas, concepts, theories, and attributes will be used during this stage. I will interact with different managers in order to exercise the ideas.

Journaling and feedback will be embraced in order to identify the achievements made (Bolman & Deal, 2013). The feedback will be used to make appropriate adjustments and improvements. This plan will eventually make me a competent leader who can transform the performance of every organisation.

References

Bolman, G., & Deal, E. (2013). Reframing organisations: Artistry, choice, and leadership. San Francisco, CA: Jossey-Bass.

Karanika-Murray, M., Bartholomew, K., Williams, G., & Cox, T. (2015). Leader-Member Exchange across two hierarchical levels of leadership: Concurrent influences on work characteristics and employee psychological health. Work & Stress, 29(1), 57-74.

Martin, J., McCormack, B., Fitzsimons, D., & Spirig, R. (2014). The importance of inspiring a shared vision. International Practice Development Journal, 4(2), 1-14.

Mastrangelo, A., Eddy, E., & Lorenzet, S. (2014). The relationship between enduring leadership and organisational performance. Leadership & Organisation Development Journal, 35(7), 590-604.

Tse, H. (2014). Linking leader-member exchange differentiation to work team performance. Leadership & Organisation Development Journal, 35(8), 710-724.