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Personal leadership theory

Personalleadership theory

Anyleader need to lays down a clear personal leadership philosophy, fromwhich he initiates his goals and mission. He enhances or adopts someparticular positive ideologies and character traits which will assisthim to develop into a leader whose followers can trust and believe.The conceptualization and articulation of ones vision when writing apersonal leadership philosophy should be concise, clear and easilyunderstood by the followers and colleagues since it serves as themission statement. The vision should highlight an important purpose,and have values that are clear. Describing clearly how the finalresults will look like to the followers assists in making themunderstand better your vision. Having clear values will guide aleader in the correct direction for the goals and vision (Schultz andSydney 201). This paper outlines the characteristics and features ofmy personal leadership philosophy.

Embracingservant leadership would also make one a very effective leader.Servant leadership is a leadership philosophy where the leadermingles with the others, either fellow colleagues or in a managementcapacity. He or she does this with the aim of attaining authorityinstead of power. An authoritative leader is one who aims atimproving the wellbeing of the people they lead. Servant leadershipentails the leader showing characteristics of listening, commitmentto other people’s personal growth, stewardship and empathy. Thisleader involves all the team members in the process of decisionmaking. He or she also does not allow any personal credit for theachievements and successes attained as a result of teamwork.Followers of this type of a leader knows that he or she is the bestleader to work with because of the high morale and positive culturethey get from him or her (Peter 65).

Oneof the most important duties of a leader is to manage change in theorganizations. Jobs, organizations and projects keep changing, thusan effective leader must always be prepared for the changes, adapt tothe changes and their needs. Management of change is normally not aneasy thing to accomplish. However, change is unavoidable. Sincefollowers can resist the proposal of changes in the organization forsome reasons, the leader may find it difficult to introduce changes.However, for an effective leader to successfully manage change, hemust explain clearly to the followers the importance of the change inthe organization, and how it is connected to the purpose and missionof the organization. A leader should address change in his personalleadership philosophy and explain to the organization how changesoccurring in it will be managed. Teamwork is the way forward foreffective management of changes in the organization. When a leaderinvolves the people who will be directly affected by the changes,change management will be smoother (Schultz, 201).

Aneffective leader also participates in team building activities whichare meant to increase the satisfaction and the effectiveness ofteamwork. By ensuring that he takes part in team building activities,the leader makes the members of the team to feel as an important partof his vision. An effective leader should take this time to guide theteam members toward the expected goals with compassion andconfidence, ensure that they enjoy working to achieve the setorganizational goals, allow constructive ideas and criticism andlisten to the concerns of the team members. Team building activitiesalso assists the leader in establishing a close yet a formalfriendship, and this helps in letting the team members and the leaderbuild trust in each other. The team building activities elevates theteam member’s performance and thus better performance of theorganization (Zaccaro et al, 13).

Agood leader also involves his followers or members in the process ofdecision making within their routine work. When a leader allowsfollowers to participate in decision making it makes them morecreative and motivated to work towards the set goals. This is becausethey feel that their leader is considerate, consultative, democraticand participative. This in turn increases their performance andoverall performance of the organization. In addition, the decisionsof a good leader should be based on values instead of basing them onbeliefs. Decisions based on values always align with theexpectations of the leader. An effective leader uses values whenmaking hard decisions in difficult situations. Consequently, valuespresent a better way of decision making rather than beliefs. This isbecause beliefs are not set to deal with new complex situations whichhave not been experienced. Involving all members of the group alsoincreases the scope of the choices to be made and enable individualworkers to own the decision (Lussier and Achua 92).

Aneffective leader should develop a character for ethical leadershipthrough ethical behaviors. Ethical leadership is described as doingthe right thing and making the right decisions while in leadershipposition. Ethical behaviors involve behaving suitably and treatinghuman with respect and dignity. Developing an image for ethicalleadership relies on how the other people think of the leader in twoaspects, that is, as a moral manager or a person. Being the moralmanager entails acting as the example for ethical behaviors, use ofreward system to uphold the standards and values of all the members,and frequently talking about values and ethics. On the other hand,being the moral person entails whom he or she is, what one decides aswell as ensuring that this aspect is known by others (Zaccaro et al13).

Conflictsover both personal and organizational issues occur daily, betweenleaders and their follower or between the members of a team.Therefore, an effective leader should include various methods ofconflict resolutions in his or her personal leadership philosophy.The capability to understand conflict, recognize and identify itsnature, as well as being able to come up with just and swiftresolutions to the conflict makes one a great leader. The best thingthat a leader should do regarding conflicts in an organization is toresolve them as soon as possible since if conflicts are left unsolvedthey escalate into massive problems. When a genuine leader isresolving a conflict he does not side with any of the conflictingparty, does not get himself involved in the drama as well as nottolerating self-serving, controlling behaviors from the conflictingparties (Lussier and Achua 92).

Situationalleadership is becoming a famous approach in leadership of manyorganizations. It is founded on the idea that a great leader adaptsto every situation he or she encounters. A leader applyingsituational leadership uses a variety of leadership skills tomotivation of the members of his team in every situation. Asituational leader identifies a culture which puts more emphasis oncooperation and teamwork. They are also known to be very supportiveto their followers when training and empowering them. They givepriority to individual development for the success of theorganization. Situational leadership philosophy is more convenientfor leaders who want to introduce changes in an organization. Thesituational leaders are able to reassure their followers whenadaptive measures are put in place for the appropriate situations(Peter 79).

Timemanagement is very important for effective leadership. Leaders havemany demands and tasks within a limited time. To make most use oftheir time as well as achieve their goals, effective leaders setrules and principles which enable them to use time appropriately.Such a leader set priorities for the things he has to do and sets adeadline for each task so as make sure that all the tasks arecompleted in time. They also do not obligate themselves to doactivities which are not important, no matter how faraway they seemto be. The leader should divide the large tasks into a sequence ofsmall tasks. Through creation of small tasks that are manageable, thewhole task is accomplished eventually. An effective leader should seta good example to his followers on time management. Since time cannotbe stored and when wasted it cannot be recovered, when leaders failin managing their time effectively they also fail in their role asleaders (Foti and Hauenstein 347).

Agood personal leadership philosophy should have clear goal setting.Without goal setting, leaders lack direction and focus. A leaderbegins the goal setting process by carefully reflecting on what hewants to achieve. The leader should set goals that motivate him,meaning that they are goals which are important to him and that hewill enjoy and find value in working towards achieving them. Inaddition, the number of goals should be limited. This is because ifthe set goals are too many, one will be left with very little time tospend in achieving each one of them. The goals should also be SMART,meaning that they should be “Specific, Measurable, Achievable,Realistic, and Time bound”. To ensure that they do not forget thegoals they have set for themselves, leader should have the goals inwriting and stick them in noticeable places such as on the bathroommirror, refrigerator door, or on the computers monitor screen(Lussier and Achua 198).

Onedream of an effective leader is to empower the people they lead andserve. A leader who wants to empower his followers should try hisbest to learn and understand the things which really matters to them.Gaining better clarity on the types of tasks, responsibilities andopportunities which would make members of the team stretch theirabilities, and make them feel that they have developed as well asfeel empowered brings satisfaction to such a leader. Another way thata leader can use his leadership skills to empower his members orfollowers is by allowing them to empower themselves. This is done bycreating an environment of decision making and giving the teammembers the knowledge and right tools required for their jobs(Schultz and Sydney 201).

WorksCited

Foti,R. J., and Hauenstein, N. M. A. &quotPattern and variableapproaches in leadership emergence and effectiveness&quot. Journalof Applied Psychology,92, (2007)347–355.

Lussier,R. N. and Achua, C. F. Leadership,Theory, Application, &amp Skill Development.Mason, OH: South-Western Cengage Learning. (2010).

Peter,Guy Northouse. Leadership:theoryandpractice,Thousand Oaks: Sage Publications, (2010).

Schultz,Duane P. Schultz and Sydney Ellen. Psychologyand work today: An introduction to industrial and organizationalpsychology.Upper Saddle River, N.J.: Prentice Hall. (2010).

Zaccaro,S. J., Gulick, L. M. V. and Khare, V. P. &quotPersonality andleadership&quot. In C. J. Hoyt, G. R. Goethals &amp D. R. Forsyth(Eds.), Leadershipat the crossroads(Vol 1) (pp. 13–29). Westport, CT: Praeger.(2008).