Empowering And Transformational Leadership -Myassignmenthelp.Com

Question: Discuss About The Empowering And Transformational Leadership? Answer: Introducation In order to identify the degree of leadership skills I possess, there are 5 of the diagnostic tools that have been selected for the analysis. These five tools helped me in analysing myself as the leaders so that I can find the gap and make the improvements. The first tool that has been used was leadership visibility inventory test. It was a scaling test in which my visibility and credibility was tested. First ten questions in the test were for visibility and I have scored 56 in that and other questions were for credibility on which I have scored 54. Score of 56 in visibility suggests that I am a visible person scoring of 54 in the next section suggests that I am a very credible person. The overall discussion or the scoring of the test suggests that I have the capability to visible in the crowd but there is the scope of improvement in it. The next tool that I have used was big five personality traits. This is the tool that deals with some characteristic of being a leader (Mumford, Campion Morgeson, 2007). The scoring on those characteristic helped me in analysing my skills. The first characteristic was extroversion. It is the trait that deals with being social with the community. I have scored 31, and this suggests that I am quite extrovert and social in nature. Another trait is agreeableness. In this I have scored 25 and this suggests that I am in moderate condition. I agree with the people at times but sometimes I remain on my point. The next trait is conscientiousness, it is the trait that is about being hard working and dedicated. Again I score 25 in this test and this suggests that I am dedicated towards my work but bit is required to be more dedicated. Neuroticism is the personality trait that shows the management aspect in which I have scored 20 that means I am in middle of the scale. The last trait is opennes s to experience. In this trait, I have scored 46 that mean I am a dreamer. I used to accept the new and innovative things that comes ion my way and this nature makes me an innovative personality. I used to perform the same tasks with different methods and try to be efficient every time. Another tool that has been used by me was perceived leader integrity scale. It is the tool that includes the question which needs to be filled by the other person in order to take the concern about the behaviour of the other person (Puccio, Mance Murdock, 2010). My mates have helped me in doing so. They have filled the forms for me. The appendix 3 shows one of the forms that indicates my scoring. I have scored 46 in the same and this suggests that I am highly ethical in nature. All the above used methods have shown my different traits. The next is leadership style survey that is about identifying that which leadership style I believe in. around 15 questions have been asked to me and I have encircled the numbers that best suited me. For analysis of the scoring, all the questions were divided into 3 sets and the scoring is done as per the questions. The total of the scores have been calculated. The one in which I have scored the highest is the 2nd set that is about participative leadership, this suggests that I am the person who use participative leadership style the most. After that, I used to apply delegative style sometimes as per the analysis because I scored little less in this segment. The next and the most important tool is self-assessment questionnaire tool. This is designed in order to measure the authenticity of the self-leadership. There are various components that need to be identified in this tool. The first one is the self-awareness, next is moral perspective and the other two are balanced processing and relational transparency. Comparison of the scores in all these contexts helps in analysing my stronger and weaker points. The scores above 16 suggest that I have the stronger authentic leadership in that context and low score suggests that I have weaker authentic leadership in that particular context. As per the results of the analysis, it has been identified that I am the leader who does not show authentic leadership in context of self-awareness and relational transparency but in other two contexts, there is large scope of improvement. It has been verified by the incidences that I have experienced in last few months. Once I have experienced that I was not a visible person in spite of the fact that I was the one who had done all the preparation for the program that was conducted in our class activity. At the day of the activity, all the credits were given to the students who were active in talking to the teachers and were performing the fore front activities. This made me realise that I am lacking in this skills and it is confirmed by the diagnostic tools. Another incidence that was happened recently with me suggested that I do not have the self-confidence to convey my things. Once I and my friends have prepared the presentation and all the designing part were done by me. one of my friends have presented the same in front of the class and my teacher asked that who have contributed in making the designs and I have not gathered the courage to tell her that I was the one and my friend got all the credits. This incidenc e forces me to make efforts in developing the same. Literature review: Leadership is defined as the ability of the person to guide and influence others in order to make them work in a particular direction so that the gaols of the organisation and the individual can be achieved, it has been analysed that the leaders should have some of the traits in him in order to be the effective one (Heifetz, Grashow Linsky, 2009). There are several leadership styles and theories that has been postulated and given by the theorist in earlier as well as in modern times. These theories such as transformational leadership, transactional leadership, contingency theory, scientific management theory etc. have something in common and this is the leader as the role model, who is followed by his followers (Spillane, 2012). Thus, this suggests that a leader should follow the path that he wants his followers to follow. For this, it is required that the leader should know himself very well and should be self-aware about his weaknesses and strengths. This develops the concept of s elf-awareness in leadership (Axelrod, 2017). As far as the above diagnosis is considered, it has been realised by my scores that I have two of the major weaknesses in terms of being an effective leader. The first one is the self-confidence and the other one is the visibility. Self-awareness is the understanding of the individual about his own self such as his values, beliefs, ambitions, emotions, strengths and weaknesses (Paustian-Underdahl, Walker Woehr, 2014). This is not an easy task and requires years to develop this trait in oneself. Once it is developed, it helps the individual to be self-aware and also helps in to handle himself and his behaviours in the situations (Dabke, 2016). It has been analysed that the level of self-awareness is also linked with the influence and performance. It is suggested that the more the leader is aware of him, the more he can become influential and convince the others to follow the guidelines (Avolio, 2007). Self-awareness is the concept that is directly associated with the aspect of emotional intelligence and thus it has been analysed that the one who is aware of himself have the capability to understand the emotions of others (Rukmani, Ramesh Jayakrishnan, 2010). Leaders who are high in emotional intelligence does not mean that they are emotional but they have they intelligently handle the situation and understand the emotions and the perspective of the other person (Eragula, 2015). This does not act as the weakness but becomes the strength of the leaders to help their followers (Schmitt, Realo, Voracek Allik, 2008). All leaders do not have any idea about how to be a leader. Some of the leaders feel unwilling to become self-aware because they have restricted knowledge about the skills and the responsibilities of leader and failed to realise that they just nit have to guide the followers but also have to negotiate with them so that dis-functioning can be prevented. Leadership is actually about inspiring and motivating the followers so that they can perform with grace and efficiency (Schmitt, Allik, McCrae Benet-Martnez, 2007). The leaders who are not self-aware, it becomes very difficult for them to treat others and understand others situations. The leadership without self-awareness results in non-efficiency. If the leaders themselves do not have any idea about their own strengths and weaknesses, it is very difficult for them to analyse the strengths and weakness of the other person (Joo Jo, 2017). The leaders have to handle many situations where they cannot react suddenly but should have the capability to analyse the situations and perspective of the other person so that effective decision can be made that benefits the follower as well as the organisation (Cobb-Clark Schurer, 2012). The study suggests that self-confidence is the very basic skill that needs to be developed for becoming a great leader and I have to make efforts to achieve the same. Another weakness that I have faced is of visibility. I am not that much visible in the social gatherings and this act as my weakness and restrict me to become good leader. It is very important to be visible and famous. If the person does not have the charm to be visible in the social gathering then it is a big doubt that he can be the leader or not. This is because leaders should have the personality that grabs the attention of others and this is the reason why people follow the leaders because of the charismatic personality (Komarraju, Karau, Schmeck Avdic, 2011). Visibility can be improved when accounting leader has the self confidence in him. There are various theories such as charismatic theory of leadership that suggests that self-confidence is then a very important part of effective leadership (Gibson, 2017). Self-confidence of the leaders can be communicated by his personality and the way he interact with others (Tekleab, Sims Jr, Yun, Tesluk Cox, 2008). Self-confidence disp lay in the leader automatically motivates his team to perform effectively because if the person himself is not confident then it is impossible for him to motivate and inspire the other people to work and perform the tasks in contingencies. Even if the situations are not favourable, the leaders have to show their self-confidence so that the team and the followers feel motivated (Furnham, Monsen Ahmetoglu, 2009). When leaders does not have the confidence in them then they try to hide their weakness and thus may results in arrogant behaviour or may be perceived as the arrogance by the followers. These types of leaders know that they do not have the confidence to be visible so they try to look good and create their person in that way (Obiwuru, Okwu, Akpa, Nwankwere, 2011). These leaders normal fails to be a good listener and come up with the leadership style that does not allow their followers to share their views (Bratton, Dodd Brown, 2011). They find it very offensive when some other person neglect their view and say anything against them. This also results in bad and poor relationship between the employees and the leaders and if the relationship between the leaders and the employees is not good then it may result in poor workplace environment (Van Dierendonck Nuijten, 2011). This is the situation, where it becomes more difficult for the leaders to handle the people and retain them. Trust issues may develop and thing get deteriorated gradually (Tierney Farmer, 2011). The way of thinking of the confident leaders is very different from the under confident one. They accept their strength and weakness in any way without being offensive (Liden, Wayne, Zhao Henderson, 2008). They are open and accept the criticisms by others and also take it in positive manner. It has been analysed that most of the leaders who have confidence in them believes in transferring the same to their followers (Avey, Palanski Walumbwa, 2011). At the end of the day, it has been analysed that leadership is about having the confidence and making the decision in such a way so that it can be followed by the followers and they can have trust on the leaders. Action plan: This action plan is made in order to develop some of the leadership skills and traits that can help me in filing the gap between the competencies that I need to be the good leader and the competencies that I actually have in me. Following are the strategies and the activities that are required to be done by me in order to fill the competency gap. Identification of the target skills It is required to identify the skills that are being developed. The two skills that need to be developed by me are self-awareness and self-confidence. 1 month Personality development courses It is required to take the personality development occurs that helps in developing the personality as well as the self confidence 2- 3months Reading books and watching videos Reading motivational and positive books and watching the similar kid of videos helps in developing a sense of optimism which somehow develop the confidence 1-6 months Feedback Feedback from others can help in analyzing the skills and the perception of other people in order to develop the competency of self-awareness 1-2 months Mentoring Mentoring is also required in order to monitor the overall action plan 1 month Evaluating the learning methods It is the action that helps in evaluating the progress of learning methods that has been used 1 month Analyzing the progress This can be analyzed by asking other team members and the people. 1 month Gantt chart: Below is the Gantt chart that shows the timelines for all the 6 months in order to improve the leadership skills. This chart describes the activities as well that are conducted in order to develop the same. 1 month 2 month 3 month 4 month 5 month 6 month Identification of target skills Personality development courses Reading books and watching videos Feedback Mentoring Evaluation of the learning methods Analyzing the progress Conclusion: It has been concluded from the report that leadership is the very important skill and it is required to develop the same. There are many diagnostic tools that can be used such as visibility inventory test, big five personality test, perceived leader integrity test, leadership style survey and self-assessment questionnaire tool. As per the result of visibility and credibility is concerned, it has been analysed that I have scored 56 which suggests that there is the scope of improvement. The next test that is big five personality test suggests that I am good in all the aspects. The scale of perceived leader integrity scale suggests that I am highly ethical in nature. Another test has been conducted that is regarding leadership style survey w which suggests that I use participative style and the last one is self-assessment questionnaire tool which suggests that I am not that much confident and thus I have to improve the same. Overall results of the tests described that I have to develop the skills such as self-confidence and visibility in me and this requires the action plan to be implemented. References: Avey, J. B., Palanski, M. E., Walumbwa, F. O. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior.Journal of Business Ethics,98(4), 573-582. Avolio, B. J. (2007). Promoting more integrative strategies for leadership theory-building.American Psychologist,62(1), 25. Axelrod, R. H. (2017). Leadership and Self-Confidence. InLeadership Today(pp. 297-313). Springer, Cham. Cobb-Clark, D. A., Schurer, S. (2012). The stability of big-five personality traits. Economics Letters,115(1), 11-15. Dabke, D. (2016). Impact of leaders emotional intelligence and transformational behavior on perceived leadership effectiveness: A multiple source view.Business Perspectives and Research,4(1), 27-40. Eragula, R. (2015). Confidence in Leadership.Advances in Economics and Business Management,2(11), 1070-1072. Furnham, A., Monsen, J., Ahmetoglu, G. (2009). Typical intellectual engagement, Big Five personality traits, approaches to learning and cognitive ability predictors of academic performance.British Journal of Educational Psychology,79(4), 769-782. Gibson, E. W. (2017). Leadership in statistics: Increasing our value and visibility.The American Statistician, (just-accepted), 00-00. Heifetz, R. A., Grashow, A., Linsky, M. (2009).The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press. Joo, B. K., Jo, S. J. (2017). The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior: The role of psychological empowerment as a partial mediator.Leadership Organization Development Journal,38(3), 463-481. Komarraju, M., Karau, S. J., Schmeck, R. R., Avdic, A. (2011). The Big Five personality traits, learning styles, and academic achievement.Personality and individual differences,51(4), 472-477. Liden, R. C., Wayne, S. J., Zhao, H., Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment.The leadership quarterly,19(2), 161-177. Mumford, T. V., Campion, M. A., Morgeson, F. P. (2007). The leadership skills strataplex: Leadership skill requirements across organizational levels.The Leadership Quarterly,18(2), 154-166. Obiwuru, T. C., Okwu, A. T., Akpa, V. O., Nwankwere, I. A. (2011). Effects of leadership style on organizational performance: A survey of selected small scale enterprises in Ikosi-Ketu council development area of Lagos State, Nigeria.Australian Journal of Business and Management Research,1(7), 100. Paustian-Underdahl, S. C., Walker, L. S., Woehr, D. J. (2014). Gender and perceptions of leadership effectiveness: A meta-analysis of contextual moderators.Journal of applied psychology,99(6), 1129. Puccio, G. J., Mance, M., Murdock, M. C. (2010).Creative leadership: Skills that drive change. Sage Publications. Rukmani, K., Ramesh, M., Jayakrishnan, J. (2010). Effect of leadership styles on organizational effectiveness.European Journal of Social Sciences,15(3), 365-369. Schmitt, D. P., Allik, J., McCrae, R. R., Benet-Martnez, V. (2007). The geographic distribution of Big Five personality traits: Patterns and profiles of human self-description across 56 nations.Journal of cross-cultural psychology,38(2), 173-212. Schmitt, D. P., Realo, A., Voracek, M., Allik, J. (2008). Why can't a man be more like a woman? Sex differences in Big Five personality traits across 55 cultures.Journal of personality and social psychology,94(1), 168. Spillane, J. P. (2012).Distributed leadership(Vol. 4). John Wiley Sons. Tekleab, A. G., Sims Jr, H. P., Yun, S., Tesluk, P. E., Cox, J. (2008). Are we on the same page? Effects of self-awareness of empowering and transformational leadership.Journal of Leadership Organizational Studies,14(3), 185-201. Tierney, P., Farmer, S. M. (2011). Creative self-efficacy development and creative performance over time.Journal of Applied Psychology,96(2), 277. Bratton, V. K., Dodd, N. G., Brown, F. W. (2011). The impact of emotional intelligence on accuracy of self-awareness and leadership performance.Leadership Organization Development Journal,32(2), 127-149. Van Dierendonck, D., Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure.Journal of business and psychology,26(3), 249-267.