Leadership it Is to Common Knowledge That Essay
- Length: 10 pages
- Sources: 5
- Subject: Leadership
- Type: Essay
- Paper: #26653958
Excerpt from Essay :
It is to common knowledge that good leaders are made but not born (Fletcher, 2009), but if the desire is driven by a sheer force of will and coupled with the inculcation of the necessary ambition, one can mould his personality into becoming an effective leader. It was history that taught us that the world famous leaders, despite the values they preached or the morals they stood out for, cultivated through an ongoing channel of education, experience, training and self-study. From Napoleon to Luther, it is clearly evident that it is the continuous hardship rather than resting laurels that makes one competent enough to reach for the heavens above.
Before my self-evaluation in context to leadership and its consequential predicaments, I would like to start off by the simple definition of leadership. Leadership is the mechanism that enables a person to inspire and motivate others in order to perform a designated task thereby guiding the organization in a way for it to be more tenacious and articulate (Waite, 2008). While the prerequisite skills required to becoming an effective leader can be learned, but the knowledge and experience possessed by a dignitary are usually motivated by their specific features and characteristics including assents, principles, moral philosophy and individuality. Both the necessary skill and the imperative knowledge runs side by side, parallel to stream line the individual into becoming a leader with uniquely inculpated characteristics. It is this fact that separates one leader from another.
Strengths of a Leader
When I see myself to stand out as a leader, gather and motivating others onto a single platform, constituting of ideas and morals to follow and accomplish the heart's desires, I find that I lack in several places. What I have always believed in is that it is about controlling the person inside of me that shall enable me to mould the person I portray to be. The first person that one leads is always himself and then it is through the action of the individual that others are influenced to join. To inspire others, I first have to battle my own self, my needs and desires, to inculcate the values of a leader in order to tackle the challenges effectively. I have to accurately know about my character first and foremost. I have been brought up believing that if talent is a god given gift than character building is definitely a choice. Character building not just simply inspires others but also bring an everlasting eminence with the people that are ready to follow you. The sturdy character of a leader is the main back bone of any organizational framework.
Second is charisma. As leadership and recruitment is evaluated all on the basis of the first impressions, it is of dire need to exhibit one's own self to be thinking about others rather than thinking about yourself at first. If one expects to be a good leader, then it is cardinal that the loyalty of the followers is ensured through this procedure as well (Lawler & Bilson, 2009).
Thirdly, it would be the unflinching commitment to the task. I adhere to the fact that it is such commitment that separates the doers from the dreamers and that one extra effort in the end is all that makes up for a stupendous difference.
Fourth and one of the most essential strengths, that classifies a leader, is communication. Developing superior communication skills is vital for a productive commanding persona as the leader must be able to deliver ideas and share knowledge to disseminate an impression of imperativeness and exhilaration to others (Northouse, 2009). Fifth strength that I have to build is courage. In order to be an effective leader, it is of the utmost importance to be the beacon of hope for one's followers as one leader's courage can become the anthem of the majority. It allows the organization to be focused more upon priorities and helps to build concentration. A leader, who is well aware of his antecedents but lacks the consolidation for effort, shall always be unable to accomplish the tasks set out before him. But once a leader is able to harness both of these simultaneously, he has the abeyance to accomplish eminent feats.
Weaknesses to Overcome
I believe that I have several weaknesses that can accumulate as hurdles if left unnoticed. Over the passage of time, I have noticed several things in my behavior and actions that have always have been problematic for me. First of all I am unable to take an initiative and when once I am struck by failure, I do not stand up again to continue to battle against the surmounting odds. I do not tolerate mistakes and rarely give second chances. I have high expectations and act almost ruthlessly to those that are unable to perform up to the mark. Therefore it is essential that I am able to learn from my mistakes and learn to push myself in order to encourage my team to act in accord, along the same lines of action. More over I am very impatient and not a very good listener. This consequentially hinders my capabilities concerning problem solving and hinders me from building long lasting relationships and ensuring the everlasting loyalty and faith of my colleagues. If things do not work out according to the desired plan of action, then I get very depressed and equally aggressive therefore I must build patience and quench my thirst for violence in order to think and act clearly and concisely.
Relationship building approaches should always be initiated with the consequential commitment to aid the partnered individual to prevail, evolve and prosper. Such commitment sketches the necessary framework for the relationship to be built upon.
I generally pursue a relationship building approach by reflectively listening to the wants and needs of my group members. To get to know much more about them and to understand their dreams and desires they wish to accomplish in life. I also try to consciously reply to their open ended statements to let them understand and let them know that I am listening to them and taking interest. Therefore by simply focusing, whether for a limited period of time, on the needs of others rather than on your own needs aids in the development of trust.
As the bond of trust flourishes, I try to acknowledge their needs and wants without withholding any expectation for some sort of reward or apprehension. Such altruistic action testifies to my commitment to support and allow the client a chance to experience the unique nature of my involvement.
After constructing the basic ground work. I focus on bigger steps to effectively engage myself and the other members of the team to work together towards conjointly auspicious resolutions. For example I would try to console a troubled member once his or her performance is seen to be gradually declining. Try to take interest in the activities in their daily lives and show the members that there is a presence of a human relationship between us before any kind of business transaction.
There are numerous approaches to deal with the incompatibilities that exist, regardless of the level of conflict, when addressing such issues. Conflicts do pose a serious threat to the well maintained stability and the altogether future of the group on the whole. If managed effectively, it enables us to find out new a solution which consequentially enables both parties to be mutually satisfied with the outcome. There are three main approaches that I adhere to when resolving conflicts within my team. They depend upon the situation and the credibility of the faction itself.
I normally adhere towards using the win-lose approach that, though being common, has not lost its efficiency over the passage of time (Zastrow, 2009). It directly accesses the psychological nature of the individual, being synchronous with the innate nature of a human being. It comprises of one faction to win and the other to lose through socially acceptable mechanisms, such as the decision of the majority to rule out a member, the direct initiative taken by myself due to my responsibilities as a leader or through several secretive innuendos. In some conflicts I might take the side of the majority or under specified analysis, support a person due to his past credentials.
Second approach is the lose-lose approach that demonstrates by burnishing over clashes or by concluding the most understandable of compromises. It does spur an echo of disagreement among the members but sometimes it is the deemed necessity under certain situations, where both parties are subjected to penalties such as both are relieved of their duties in the group or dismissed from the band. Or either suspended for a short interval to think and recollect.
Finally, is the win -- win approach where an acquainted and analytical attempt is made to aggrandize the goals of both the parties through cooperative dispute resolving. This allows the members to know that the conflict is…