Major Issue In All Levels Of Organization †Myasssigmenthelp.Com

Question: What Is The Major Topical Issue In All Levels Of Organization? Answer: Introduction In the recent decades, effective leadership has emerged to be a major topical issue in all levels of organization due to the critical part that leadership plays towards the success of an organization. Due to the critical role of leadership, it is important for the one in leadership position to possess self-awareness regarding his leadership strengths and weaknesses. To facilitate this process, have been developed several tools for leaders to carry out self-assessment. Some of these tools include Leadership self-assessment Personal Style Inventory, Credibility Assessment, and Leadership Assessment Team Leadership Styles Profile. This paper is going to provide an analysis of my potential as a leader following the results of the three leadership assessment tools above. An explanation of the purpose of the assessment tool Leadership Assessment Team Leadership Styles Profile is based on leadership attributes scale that is used in the leadership curriculum of Monash University. It consists of an 18-item questionnaire, which allows a leader to respond by marketing them on a scale of 1 (Always) to 4 (Never). The purpose of this tool is to assess ones leadership behavior and to determine his or her style of leadership. This tool divides leaders into three categories, for example, autocratic; a leader who focuses on costs and control, collaborative; a leader who is productive and cooperative, and empowering; a leader who demonstrates high involvement with the team and its activities. The second leadership tool is the Credibility Assessment, whose purpose is to provide students with information about their current level of credibility with regards to leadership. It is made up of a 14-item questionnaire that allows one to respond in a scale of 1 to 5, and the scores are used to determine whether a leader possess two major components of credible leadership, which are trust and expertise. The third tool is the Leadership self-assessment Personal Style Inventory, which is made up of a consisting of 32-item questionnaire. The purpose of this tool is to help first line supervisors, manager, and team leaders to carry out their personal inventory based on four dimension. These dimensions are introversion and extroversion, sensing and intuiting, judging and perceiving and thinking and feeling. A discussion about the insights the results provided into your potential as a leader According to the results of Leadership self-assessment Personal Style Inventory, I have a high potential of becoming an effective leader. Based on the first dimension, I am an extrovert due to my characteristics of interacting with others and the ability to understand the external. According to transactional theory of leadership, a good leader should possess effective skills of collaboration and teamwork to steer a team towards success (Turner Mller, 2010). These skills are vital because they enable the leader to develop a skilled and a talented team to achieve the goals and objectives that have been set. Through effective collaboration and teamwork, I can develop a team where members supplement one anothers weaknesses. This is in accordance with the trait-based theory of leadership that states that a good leader influences people through his innate characteristic (Zaccaro, 2007). The results also show that I am a thinker more than a feeler. This shows that I have effective thinking skills, which is vital for successful leadership. As a leader, I am able to make reasonable and well-thought out judgment and express my ideas in a logical manner (French Tracey, 2010). Equally, as a leader I can conceptualize, analyze and synthesize the information that I receive from my subordinates and make appropriate decisions that facilitate the achievement of the set goals and objectives (Elder Paul, 2009). Based on the Credibility Assessment Tool, I lack the sufficient expertise to be a leader; however, I have a high level of trust in my organization. With a score of 25, I have sufficient expertise in my organization, but I need to make significant improvements to become an effective leader. My colleagues view me a subject matter expert and this gives me a high potential of becoming an effective leader within my organization. Based on the traits theory of leadership, one must believe in himself and he should be able to win the trust of his subordinates by demonstrating good qualities of leadership (Goodwin, Lee Whittington, Murray, Nichols, 2011). According to the findings of the Leadership Assessment Team Leadership Styles Profile, I have very minimal potential of being a collaborative frontline winner. The transformational theory of leadership requires that a leader should possess effective skills of collaboration to transform and inspire his team to achieve the set goals and objectives (Riaz Haider, 2010). However, the lack of these skills limits my potential of serving as a good leader due to lack of the ability to transform and inspire my subordinates to embrace teamwork. Despite this, I have effective skills of empowering front line leader, therefore, the ability to get involved in the activities of my organization enables me to inspire my team to success. Besides, my low score on autocratic leadership demonstrate that I have the potential of becoming a good leader who embraces teamwork. This is in accordance to the democratic theory of leadership, which advocates for the involvement and participation of the subordinate s in the decision making process. A comparison and contrast of the results from each self-assessment Similarities The results from all the three assessment tools indicate that I possess effective critical thinking skills. Leadership self-assessment Personal Style Inventory, I am a thinker more than a perceiver. Equally, according to Leadership Assessment Team Leadership Styles Profile, always solve problems as they come. These shows that in have effective analytical skills to make informed decisions to steer my team towards success (Truss, Shantz, Soane, Alfes, Delbridge, 2013). Another similarity between the three tools is that I have characteristics of a collaborative leader. The tools shows that I am an extrovert, I interact with my team members and I engage them in the process of decision-making and in the teams activities to attain the set goals (Pandya, 2014).This is in accordance to the democratic theory of leadership, which advocates for the involvement of the subordinates in the process of decision making (Goodpasture, 2010). This is similar to the findings of Leadership self-assessment Personal Style Inventory which shows that I am an empowering frontline leader who embraces the involvement of others in organizational tasks. Similarly, the Credibility Assessment shows that I have a strong relationship with my team members. Differences The results of Leadership Self-assessment Personal Style Inventory shows that I highly embrace teamwork and collaboration and that I value working with others. This is similar to the results of Credibility Assessment provide contrary results a collaborative leader due to my practice of involving my subordinates in the decision-making process. On the other hand, the results of the Leadership Assessment Team Leadership Styles Profile, which shows that I score very low as a collaborative frontline leader. Therefore, I do not cooperate with my colleagues and these results contradicts the findings of the first two tools. Another difference between the results of the three tools is in my decision-making process. Accounting to Leadership Assessment Team Leadership Styles Profile, I often make instant decisions on my own. This can be understood through the situational/contingency theory of leadership, which advocates for taking contingency measures to address unexpected events within an organization (Peretomode, 2012). On the other hand, the results of Credibility Assessment and the Leadership Self-assessment Personal Style Inventory show that I only make decisions after consulting with my team; a characteristic of a collaborative leader (Coleman MacNicol, 2015). Leadership Styles Concise Analysis Transformational leadership refers a leadership style where the leader works in collaboration with the subordinates to identify the relevant changes, develop a vision and inspire the subordinates to achieve the set goals (Neider Schriesheim, 2011). On the other hand, trait-based leadership is where the leader utilizes his unique inborn character to provide leadership and inspire the subordinates to achieve the set goals and objectives (Yukl, 2010). This section is going to discuss the similarities and differences between these two styles of leadership. Similarities between trait based and transformational leadership With regards the roles, both leadership styles involves having a strong influence on the subordinates (Boerner, Eisenbeiss, Griesser, 2007). According to trait-based theory, a leader is born with certain particular individual features and capabilities that distinguish them from their subordinates. The leader utilizes these special characters to influence their subordinates. Equally, transformational leaders develop a strong vision to inspire their subordinate to work towards it. With regards to behavior, both leadership style entails collaboration and team. It is required that leaders should work together with subordinates and that the whole team should be engaged in the decision-making process and get involved in all organizational activities to ensure organizational success (Northouse, 2016,). With regards to preference, both transformational leaders prefer the development of a vision and inspiring their subordinates to success. Both leaders possess excellent visionary skills and able to formulate effective visions according to the needs of their subordinates. Differences With regards to type, transformational leaders embrace democracy in their leadership process because they need to work with subordinates to identify a change and work towards achieving the desired change (Winkler, 2010). Conversely, trait-based style of leadership tends to embrace autocracy due to their unique characters which command followership even without the will of the followers. Concerning the role of a leader, transformational leaders play the role of motivating their subordinates to towards the achievement of the main goal. Transformational organizational leaders use motivational theories such as Maslows hierarchy of needs to motivate their followers, for instance, they identify the needs of their followers and work towards fulfilling them (Norman, Avolio, Luthans, 2010). On the other hand, trait-based leaders give directions for others to follower without necessarily motivating them. Concerning capabilities, transformation leaders can arouse the emotions of the followers through effective communication skills to lead them towards the achievement of the set organizations goals. According to the transformational leadership theory, effective leadership entails the ability to motivate and inspire your subordinates or team members to attain the set goals according to the needs of the team (Riaz Haider, 2010). Conversely, the trait-based leaders rely on the use of punishment and rewards trigger motivation to their followers to work towards achieving the set goals. In conclusion, both transformational and trait-based leadership share a lot in common, for example, the use of collaboration and inspiring the subordinates. These skills enable them to lead their teams to success. However, they have some differences, for example, while transformational leaders embrace democracy, trait-based leaders tend to be more autocratic in the leadership process. References Coleman, S. MacNicol, D., 2015,Project Leadership, Gower Publishing, Ltd: Farnham, Surrey, UK Burlington, VT. Elder, L. Paul, R., 2009. The Aspiring Thinkers Guide to Critical Thinking. Foundation for Critical Thinking Press: 17, 20, and 44. [Online]. Available at: https://www.criticalthinking.org/ctmodel/logic-model1.htm French, E. Tracey, N., 2010, Critical Thinking and Organization Theory: Embedding a process to encourage graduate capabilities, E-Journal of Business Education Scholarship of Teaching, Vol. 4, no. 1, pp. 1-10. 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