Leadership Styles: How To Be A Good Leader Essay

Length: 6 pages Sources: 10 Subject: Leadership Type: Essay Paper: #15677157 Related Topics: Servant Leadership, Inspirational, Effective Leadership, Transformational Leadership
Excerpt from Essay :

Leadership Styles: How to Become an Effective Leader

Power Perspective and Leader as Representatives

Extrovert and Introvert

Emotional Intelligence (EI) Competencies to Leadership Effectiveness

Task-Oriented Leadership

Satisfaction and Performance

Four Dimensions of Leader-Member Exchange

Authentic leadership and Servant Leadership

Creating Social and Organizational Identity

Goal Orientations

Transformational Leaders Enhancing the Goal-Setting Process

Leadership Styles

As the workplace turns out to be increasingly complex and multicultural, the cry for effective leadership has been answered by a growing popularity of leadership studies in various programs. Even though students may have the choice of majoring in leadership at a variation of universities, real intended outcomes may range from merely the study of theory to actual skill development. I think that it this report is important because students really need to learn what it means to be a leader that is effective. Cunningham, ( (2013) makes the suggestion that leadership needs to be imparted early and frequently. With that being said, this paper reviews the importance of different perspectives on leadership and the characteristics of what makes one successful by reflecting on the ten-week discussion questions.

Power Perspective and Leader as Representatives

The power perspective definition of leadership is a leader that wants to be in control. It can also refer to a leader that has certain kinds of methods that they as leaders are able to utilize to influence their employees or those that are following them. One advantage of this leadership is that it welcomes team input and facilitates group discussion and decision making. One disadvantage of this leadership is that his leader sometimes forgets to shares plans with the group and offer numerous options for group consideration. When it comes to leaders as representatives it can be defines as a leader directs the activities of the majority party. For example a member of the house of representative or the senate. One advantage of this leadership is that it encourages members to work generously with each other and leaves division of tasks to the group. One disadvantage is that this leader sometimes does not offer commentary on members' performance except if they are asked directly.

The leadership that I think is most important in most organizations is the leader of the power perspective because they are figure that is looked at as being friendly and/or impersonal. I believe that most decisions should be made with the leader of course in any organization. I feel that problems at the front line are going on more often due to upper management exerting too much influence meaning that they use too much control or force. I feel too much control would lead to poor job satisfaction, and not enough would lead to poor and inefficient outcomes.

Primarily, there are three levels of leadership in any business. These levels influence the functioning of an organization and a team in a different way. These levels can be outlined as top managers, middle managers and first-line managers. At every single level, the presentation of a team is all the way connected to their leader's leadership elegance. I feel, at every single level, leaders encounter different challenges and have dissimilar means and tools.

I feel Democratic style is more suitable, but then again not in every state of affairs. Some decisions need to be verbalized specially, when a business goes through an important change. Leaders should be able to judge the circumstances and modify the style.

Different Perspectives on Leadership

When it comes to power, I feel that leadership takes on a different meaning. The readings and life experience both show that through life that the bases of power refer to the procedures that managers and leaders apply in order to influence their workers. I think that when searching bases of power, the idea of authority must likewise be measured. With that being said, I think the nature of how power is exercised is a practicable definition for authority. In brief, authority and power are tangled, with power being the aptitude to do things. I feel that the authoritarian leadership is the most important in any organization and that most of the decisions are made by them. The authority figure dictates direction, leaving members in the dark about future strategies. I believe that the authority figure chooses which members will work collaboratively and controls exclusively the work errands for the teams. I do believe that there are problems at the front line more often because...


For instance, I feel that they do not sometimes throw their weight around enough to show who is in charge.

Extrovert and Introvert

For as long as I can remember, I have always looked at myself to be both extrovert and introvert but it all just really depends on the situation at hand. As stated by Isabel Briggs Myers, a person can be both extravert and introvert on the other hand she makes the point that "It is up to each individual to identify his or her true partialities." I have worked as a DJ, professional performer, teacher all of which require you to be extrovert yet socially I can be quite introvert as well. In my current role as teacher and leader I tend to switch from one to another depending on the situation. I know after finishing the Myers-Briggs assessment my score specified I fell into the (introvert, sensing, feeling, and judging) group. I trust this supports my leadership viewpoint of encouraging and supporting my staff once I have listened to and worked out what their needs and mine are to get the job done.

Emotional Intelligence (EI) Competencies to Leadership Effectiveness

I understand that Emotional intelligence competencies are when you can identify, manage and comprehend emotions in both others and ourselves. There are four distinct parts of EI being Relationship Management, Self-Management, Social Awareness and Self-Awareness. According to Goleman's (1998) research discovered that Emotional Intelligence contributes 80 to 90% of the competencies that differentiate marvelous leaders from regular leaders. An example of this in my own career was that we had a manager who while being a very nice guy, had no understanding of how to read people in a work situation. He was unable to see what effect he had on others moods and emotions and that as a result there was a resentment building in the workplace which was not conducive to work getting completed or with any excellence or ownership to be seen or demonstrated.

Task-Oriented Leadership

I agree with Emmerik. I say this because Emmerik applied a universal study that surveyed leadership methods of consideration and initiating structure based on gender, culture and then interaction of culture and gender. I tend to agree with the assertions that Emmerik has made and feel that perhaps all people in leadership no matter if they are male or female could benefit from utilizing the skills identified that make a leader fruitful. Additional to this, Emmerik's results found no evidence to support the stereotype that supported that a "female method to leadership', driving on soft powers' occurs.

Satisfaction and Performance

I do believe that satisfaction does contribute to performance. I believe this because Ashkanasy and Humphrey developed a model of leadership founded on the five levels of emotions in Organizations. I think that leaders are the ones that play a role as Mood and Emotion Managers which in turn assists their employees in achieving job satisfaction. I also believe that there are different levels that do contribute to this performance. I found that teamwork is the one that is the most beneficial. The reason why I say this is because in my own experience of education, I have found that the above mentioned factors are indeed crucial for a well-run department conducive to producing excellent results. For the most part in team work, if not all members are not on board then it can drag down the overall effectiveness of the team.

Four Dimensions of Leader-Member Exchange

The four dimensions of LMX as stated by Liden and Maslyn (1998) are contribution, affect, loyalty and professional respect. The one I think is most important for different industry sectors is loyalty. This is of particular importance on our workforce. I know myself that I have had a terrible year with the loss of my father and now illness to my mother and I, and I have certainly appreciated the loyalty shown to me by my leaders and subordinates as they draw on my past performance even though I was suffering at this time. Without loyalty, there really is not much on any job. I believe that loyalty goes hand in hand with the job being able to count on you no matter what is going on. I have not been in the position at this time to see if there is any substantial difference in cultural backgrounds in my field of employment. The only differences that I have witnessed are those of different categories of leadership founded on emotional intelligence and degree of intelligence.

Authentic leadership…

Sources Used in Documents:


Avolio, B.J. (2004). Unlocking the mask: A look at the processby which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 8, 801 -- 823.

Bass, B.M. (2010, June 19). A New Paradigm of Leadership: an Inquiry into Transformational Leadership. U.S. Army Research Institute for the Behavioral and Social Sciences. Alexandria, VA.

Beck, J.D. (2011). The Leader's Window: Mastering the Four Styles of Leadership to Build High-Performing Teams. New York: Wiley.

Covey, S.R. (2012). Principle-Centered Leadershi. New York: Simon & Schuster.
Cunningham, L. (2013, June 19). Myers-Briggs: Does it pay to know your type? Retrieved from The Washington Post: http://www.washingtonpost.com/national/on-leadership/myers-briggs-does-it-pay-to-know-your-type/2012/12/14/eaed51ae-3fcc-11e2-bca3-aadc9b7e29c5_story.html
Goleman, D. (2015, June 19). Emotional Intelligence - Wrap up and de brief. Retrieved from http://www.geraldpauschmann.com/component/k2/item/108-emotional-intelligence-wrap-up

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