Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
The Emergence of a Leader
Leaders are made and not born. This is because leadership is not something that some can be born with, but rather it is something that an individual learns and practices over a period of time. The job of leading an organization is complex and to expect that an individual would be born with the ability and tools necessary to lead is not possible. However, with this said there are traits that individuals are born with like extraversion (Kotter, 1999), which would predispose them into leadership positions. This would not mean that all individuals born with extraversion will automatically be leaders. Leadership requires constant growth and the seeking of new experiences, which would allow the individual to increase their knowledge.
Since leaders are made it quite correct to assume that it is possible for someone to learn how they can cultivate and leverage the personal sources of power that they would have within an organization. With power comes great responsibility, therefore, should be able to make use of their power sources in order to influence and motivate the employees. This is something that is learned as one is progressing through the ranks within the organization and a leader should...
As earlier noted leaders are perceived to be extroverted and it is possible to have an introverted person becoming a leader. With proper training and guidance, the individual would be able to modify their behavior and adapt to the leadership prototypes (Pfeffer & Sutton, 2006). There are numerous leadership coaching classes that are all aimed towards transforming the individual into leaders. With the right attitude, one can modify their behavior and be perceived to have leader-like attributes.
Motivating Employees
Intrinsic motivation has the potential for high levels of engagement and performance because the motivators for performing a particular task or responsibility is internal. When an individual is working on a task that is personally rewarding they are most likely to give it their all and they will be happy when performing the task. When an individual is doing something because they are enjoying it instead of the external reward that is attached they are more likely to be good at it and they will not…
References
Kotter, J. P. (1999). What Leaders Really Do, a Harvard Business Review Book. Boston, MA: Harvard Business School.
Pfeffer, J., & Sutton, R. I. (2006). Evidence-based management. Harvard Business Review, 84(1), 62.
Pink, D. H. (2011). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.
Leadership Sustainability in Leadership Current global occurrences have posed a great challenge to the continued existence of living things on earth. At this stage in the history of man, humanity is struggling with a lot of challenges; and these challenges are not restricted to region or race. Problems associated with climate change, increased rate of poverty, inconsistent democracy, and lack of justice and fairness in society are common to all nations. At
Leaders step forward. That's now leaders become better leaders. That's how a "young" inexperienced" leader becomes a better leader. His or her qualities are formed such that he projects the need and desire to become better. Therefore, it happens. But the leadership qualities that identified them as requiring more experience or a diversity of challenges to make them a CEO or COB are already present. Is Leadership a "Learned" Set
Mentorship programs and peer organizations alike can support new workers in a positive fashion, so they will feel free to let their leadership qualities shine. Supervisor support for creativity and innovation, spotting top talent early on to facilitate retention, and fostering the leadership qualities desired by the organization in a consistent fashion are critical in retention (Gilpin-Jackson, & Bushe 2007). So are creating networks of peer supporters. This may seem
" G. Lack of Strategic Vision A strategic vision defines the desired or intended future state of an organization or enterprise in terms of its fundamental objective and/or strategic direction. It represents a long-term view of how things should be. Without a strategic vision, a company may achieve short-term tactical success, but is likely to struggle in the long-term (Greenfield, 2000). Indeed, Salomon had been successful for many years as Gutfreund assumed the
Use of Transformational Leadership Traits in Emergency Service Oversight In the context of emergency service oversight, each of the four components of transformational leadership are critical in that each much be orchestrated with the other to ensure accurate, responsive and thorough support. The emergency service oversight areas of training and development, leadership and measuring results, all must resonate with these core values if employees and associates are to see value in
"Our leadership development and training programs push each and every delegate to gain a rigorous personal insight into what makes them tick and then, with that understanding of themselves, to stretch the boundaries of what's comfortable for them" (Leadership development - Leadership skills and training, 2008, Impact Factory). Leadership training through the organization stresses emotional rather than technical skills, unlike GE. Human perception, creativity and out-of the box thinking