Leadership Qualifications In The Workplace Quintessential Leader Research Paper

Length: 12 pages Sources: 10 Subject: Leadership Type: Research Paper Paper: #70657123 Related Topics: Effective Leadership, Educational Leadership, Leadership Experience, Leadership Theory
Excerpt from Research Paper :

Leadership Qualifications in the Workplace

Quintessential Leader

Proposed Leadership Model

For eras there have been people and leaders have discussed what the qualifications that make a great leader are. Leadership travels all the way back to the period of the ancient Greeks. In the 1500's, there was an Italian statesman named Niccolo Machiavelli, who wrote The Prince, and in this book he talked about the different methods for leaders to use in obtaining power (Leadership 2003). This all led to the current events dating to the early 1900's and what has been used and developed in today's society. There are a lot of theories of what a leader in the workplace should have and the idea that leaders during history have been people who were seen or looked up to as leaders and deeply appreciated. As people say "There are those that lead and those that follow." An individual with excellent leadership skills takes energy, time and commitment. This is an individual who has enthusiasm, strong principles, and courage to a clear vision. People pursue a great leader since they are representatives of the beliefs of a group. The followers of the leader usually provide the necessary provision for the team to succeed and thrive in attaining their aims. A person with good leadership abilities will identify and reward the group for the better cause. These Special abilities of a leader describe a separation line from others.

With that said, a company that is successful at getting its workers to develop values, create new thoughts and surpass the set objectives and goals understands how to cultivate leadership qualities in the workplace. In order to nurture the potential to lead in the workers who work for a company, key personnel and executives must be prepared to execute them to a leader that has good qualifications.

Statement of Problem

The administration of people at work is an essential part of being a leader that has been qualified with the right skills. An experienced leader needs to understand the critical importance of people in an organization and that the human element and the company are equal. Some leaders do not appreciate the fact that workers have to feel appreciated so that the objective and the goals of the workplace are accomplished. Because of the current situation in America where supply of labor is sometimes greater than its demand, some employers do not have a belief that having strong determination of workers to offer high performance. They support the position that even if workers are not correctly inspired they cannot leave the job since there is no job in the labor market. A lot of employers are not successful in their leadership behavior. They handle employees as if they are machines thinking that they can be treated anyway. A lot of leaders do not even achieve their time successfully with their workers to improve operative job presentation from the labors. In response to this, workers do not deal with their property correctly. There is no good planning and they would not organize their business appropriately. They reach their duty in a way that is contrary, the effect of which is uselessness. In this case, this paper is set to investigate the qualifications that make effective leaders that can provide effective performance in an organization.

Purpose of the Study

This study aims at investigating the impact of work motivation, leadership effectiveness and time management on employees' performance. The specific objectives of the study are to establish common and relative contribution of qualifications that influence the qualification.

Literature Review

This article "Emotional Intelligence of Leaders" that is written by Daniel Goleman submits the concept of emotional intelligence to business. Goleman began by making an obvious difference between a True Effective Leader and a Traditional Leader. A Traditional Leader has some characters like being a thinker, a person that is focused, has a determination and is very intellectual but...


This "emotional intelligence" according to Goleman is made up of motivation, empathy, self-awareness, staying connected, and managing emotions.

On the subject of self-awareness as a constituent of emotional intelligence, it helps a true leader to recognize his/her weakness and strength in calculation to helping make good choices. The author stated self-assurance as a sub- component of self-awareness that assists a true leader to take a right cause of action based on the leader's predispositions.

According to Goleman, a True Leader is one that can handle their emotions particularly, anger, sadness and nervousness which he called "the big three." Handling emotions helps a Leader to able to concentrate thereby growing efficiency. Goleman supported this declaration by a study at Stanford University that associated four-year-olds who waited for some minutes to grasp marshmallows to those who grasped the marshmallows instantaneously. It came out to be that after fourteen years, those kids who delayed in clutching the marshmallows were emotionally steady, managed better with pressure and even out - presented well in the SAT than those who did not delay in clutching the marshmallows.

Being able to inspire others is a feature that a True Leader has rendering to Goleman. A True Leader is one that is able to inspire and react others in the wake of hindrances when leading an industry. Also a True Leader has to be positive so as to be able to deal with hindrances according to Goleman. He used an instance of an investigation in a Metropolitan Life company that settled to employ a group of sales persons who scored high in a test of hopefulness but did not fit the standard abilities outline.

From the article, a good leader must be able to read other people's feelings in order to be able to tune them since persons barely speak of their emotional state. Goleman says a True Leader displays compassion because lack of understanding is damaging to group's presentation.

Finally for a leader to attain assessable business outcome, he has to stay associated. According to the emotions, authors are spreadable therefore proficiently linking with others, is a powerful tool in exploiting the possible of a team.

There are numerous incentive theories and some new alterations in inspiration fashions. Gee and Burke (2001) denote to "human potential management" as different to "human resource management." This apparently small change in dialect reproduces attitudes that are changing. Wood (2000) endorses taking into description, motivational traits, and social identify theory postponement and lateness, practical role locations and person-environment fit when assessing theories. Dye, Mills and Weatherbee (2005) trust Maslow's hierarchy of needs has been oversimplified to fit the appropriateness of motivational textbooks and in this over implication, the point of Maslow's theories has been overlooked. They warn against using the hierarchy of needs chart deprived of the complete background.

There are some operational best practices that can be resulting from motivation theories. Gee and Burke (2001) discovered that telecommuting and self-managed teams both increased employee incentive. Tai (2006) and Huang (2001) both found optimistic associations between actual employee and motivation training programs. Chapman (2008) deliberates the position of team-building actions, workshops, positive experiences and inspirational quotes in building employee incentive. Sodenkamp (2005) discovered that pay-for-performance schemes on worker work groups augmented incentive as well. The ACCEL-Team's (2008) answers support this as well. Fitzgerald (1971) cares against using unrelated solutions to try inspire employees without first guaranteeing the solid basis of the work organization itself.

Managerial approaches and movements also have an influence on motivation. Daniel Goleman gives six separate leadership designs, "forced leaders requirement direct fulfillment. Authoritative leaders assemble people in the direction of a vision. Affiliative leaders generate emotional promises. Democratic leaders shape agreement. Pacesetting leaders make sure their standards are high and expect excellence. Coaching leaders mature people" (Longenecker, Moore, Petty & Palich, 2008, p. 474-475). Forsyth (2006) named leadership "the procedure by which a separate standards others in their searches, every so often by organizing, guiding, managing, motivating supporting and their determinations" (p. 376). "A manager who listens heartens employee career development and growth" (Burley-Allen, 1995, p. 9). Anthony (1989) examines incentive by example and through contribution and contacts with employees.

Wolleat (2007) studied Gary Latham's book, Work Motivation: History, Theory, Research, and Practice and recognized its use in giving inspiration theories but Locke and Gary (2004) discovered that motivation theories do not contest with each other as much as they display diverse features of motivation. The goal of managers, hence, should not be so much to assess motivation theories to choose the superior theory; instead of the goal of managers must be to help features of diverse motivation theories to successfully inspire employees.

In the article Thought Leadership; Radical Departure from Traditional, Positional Leadership," McCrimmon talked about fresh ideas he calle "thought leadership." He described it as "championing of new philosophies imaginatively to peers or upwards to managers."

McCrimmon expended lots of instances to reveal how Thought Leadership varies from Traditional Leadership. According to McCrimmon, leaders of…

Sources Used in Documents:

Works Cited

Akinboye, J., 2005. Executive behaviour battery. Ibadan: Stirling-Horden Publishers.

Borman, W., 2004. The concept of organizational citizenship. Current Directions in Psychological Science, 13(6), p. 238 -- 241.

Cameron, J.D.E.K.R. & R.R., 2001. Extrinsic rewards and intrinsic: Reconsidered once again.. Review of Educational Research, pp. 30-54.

Charlton, G., 2000. Human Habits of Highly Effective Organisations.. Pretoria: Van Schaik Publishers.

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