1. The leadership sets the direction and uses management skills to guide people in the organization. The leadership creates a vision of the future and engages people for that vision. The leaders help everyone in feeling empowered and in producing desired results. This report focuses on the two specific experiences of the leadership. Out of which, one experience is given below:
I have leadership experience as a student. I completed my degree in Finance, and maximum of my classes comprised teamwork. I strain to present myself as a leader whenever probable. It permits me to advance skills in various fields like communication, delegation and in managing tasks and deadlines. In the senior level accounting class, our class was divided into teams of four for completing a large project throughout the entire semester. I initiated leadership activities in our team as I fixed an agenda in the project and passed on tasks to the members founded on their strengths. As a result, my team concluded up in receiving the top grade in the class. I appreciate leading and assigning and hope to endure leading in my professional career now. The style used by me in the action is strategic leadership style. This leadership includes a leader who is the head of the organization. This leadership gears a wider audience who want to generate a high performance in the organization. As a strategic leader, I fill the gap between the need for new opportunity and the need for workability. It helped in delivering what the organization wants (Anderson, Baur, Griffith and Buckley, 2017). The strategic leadership was used to motivate and persuade others in acquiring vision. As a strategic leader, I show potential in influencing organizational members. The objective to use strategic leadership was planned productivity. Another aim was also to advance an environment in which employees understand the requirements of the organization. As a leader, I encouraged employees in the class to follow their own ideas. I make practice of the rewards for the team members to encourage performance in the class (Collinson, 2011). Here are some traits which I used as a strategic leader to lead the superior performance of the team:
Loyalty: As a leader, I revealed loyalty towards the team by words and actions.
Keeping members updated: Being an effective leader I updated team members about what is happening within the class. The members have even several formal and informal sources of evidence in the organization.
Judicious use of power: As a strategic leader I make use of power wisely. I even tried to even attain ideas of other team members before forcing my ideas upon them. I encouraged them to push their ideas progressively.
Wider perspective: As a strategic leader I applied skills not only in narrow specialty but have knowledge about a lot of things.
Motivation: As a part of strategic leadership, I have a preference to attain goals with energy and determination.
Compassion: As a leader, I understood the views and feeling of other members and took decisions after considering them.
Social skills and self-control: I maintained friendly and social relationships with the team members. It even helped in controlling mods and desires which is to think before acting.
Readiness to delegate: I was proficient in delegating the tasks to the team members as per their strengths. This way it avoided overloading of the responsibilities.
The charismatic leadership will be more relevant if used in class in evaluating the performance of the team members. It is the method of encouraging behaviors by communication, persuasion and personality force (Eden, 2018). The charismatic leaders motivate members to get things done and in improving the way things are done. It could be attained by raising eagerness in the employees to attain a vision. This leadership has its basis in a custom of heroism. This leadership could help in motivating individuals and the people around to be better. It works for the betterment of the organization. These leaders influence and inspire others (Boehm, Dwertmann, Bruch and Shamir, 2015). The charismatic leaders are traditional and rational. The idealized influence is the initial module which is a positive role model for the followers. Such leaders represent themselves as the face of the organization. The charismatic leadership is known for inspiring and motivating followers to perform at higher levels. Such leaders are more mature as result they are more confident and do not try to be someone else. Such leaders tend to watch themselves first as followers portray their image and follow (Breevaart, et al. 2014).
The other leadership experience is of work experience. In my previous work experience, I was accountable for supervising a team of six. It comprised managing their schedules, train and monitors them. I explained that how their daily activities are related to the long-term vision of the organization. I enjoyed leadership and two of the six members were promoted while I was guiding them. I break down the vision of the company into a series of objectives it helped employees to get done one objective before moving to another objective. It even helped employees in saving time and money by keeping them on the right track (Van Dierendonck, et. al. 2018). I organized employee’s work by setting priorities it helped them in providing a sense of orderly direction. Although employees encountered to the unexpected problems I conveyed the conviction that every difficulty has a solution. Either the problems should be solved or delegated to the responsible individuals. It helped employees in preventing demoralization when problems arise. The transactional leadership was practiced in my work experience. As a part of the leadership, I focused on the supervision, organization, and performance. I motivated employers by rewards and punishments. It helped to measure success as per the organizational system of rewards and penalties. Such leadership helped me in maintaining routine by managing member’s performance which facilitated group performance (Bass, Avolio and Atwater, 1996). It basically relied on the rewards and punishments to attain optimal job performance. This leadership even helped employees in rewarding employees who performed their tasks at the specified levels and penalized who did not perform the set standards. I hold both formal authority and responsibility positions to manage routine of the employees. It helped in managing individual performance along with the group performance. I set the performance of the employees and performance reviews were used to judge their performance. The transactional leadership was used to focus on enhancing the efficiency of established routines. It even helped me to establish and standardize practices which help the organization in becoming productive (Duffy, 2005). It even responded to the deviancies from unexpected outcomes and identified the corrective actions to advance performance.
The transformational leadership is the relevant theory which could be practiced by the leader in its organization for the better performance of the employees. As a leader, it helps to raise the level of morality and motivation of the employees. This leadership represents a model of integrity and fairness. It sets clear goals by encouraging others (Antonakis and House, 2014). The transformational leadership takes place by creating an inspiring vision. The visions are helpful in setting out the purpose of the team. The mission should be developed before starting with the vision. The ways should be explored in which the team can contribute directly. The employees should be motivated in delivering the vision. It helps people in appreciating the positive impact of the vision who are trying to help (Banks, McCauley, Gardner and Guler, 2016). The vision is often linked to the goals and tasks of the employees and then it is revealed that how they can contribute towards it. It is also the responsibility of the transformational leaders to manage the delivery of the vision. The project management could be combined with the change management to manage the delivery of the vision. It helps to deliver the changes required to support employees. Every employee in the organization should understand their responsibilities and connect to the organizational plans. The transformational leader focuses on the attention of the people and works hard to attain goals. This leader even work regularly to build relationships and help people grow as individuals (Birasnav, 2014).
2. The transactional leaders are the persons who beliefs order and structure. They measure success as per the organization’s reward and penalty systems. These leaders have prescribed expert and positions of accountability in the organization. They are liable for maintaining individual performance and assisting group performance. The transactional leaders fix the standards for their workers as per the formerly defined requirements. The performance review is used as a common tool to evaluate the performance of the employees. This leadership works well with the personnel who know their works already and are encouraged by the reward-penalty system. The transaction leaders focus on the short-term goals and favor structured policies (Emiliani and Stec, 2005). Such leaders are opposed to change. The transactional approach is calm to appreciate and can be practiced much of an organization. It uses the exchange principle which means the leader offer reward in the exchange of the good and satisfactory work. Such rewards can even be interpreted into the bonuses, additional pay and functioning overtime. The transactional leaders inspire its employees to get the best out of themselves. These leaders focus on the tasks which have to be completed. The leaders also define the sources and resources to be used by the employees for executing the task. The transactional leaders have full control over the entire operations. He is also liable to take corrective actions in order to prevent mistakes (Rowold, 2014). They monitor the performance of the employees and take remedial actions if somewhat is going wrong in the production process. This leadership is especially appropriate for the routine tasks which are measurable. The transactional leaders offer guidance and empower personal development. When it comes to measuring end results, the employee performance and employee job satisfaction arise under the transactional leadership (Rosenbloom, 2000). The employees are rewarded for their performance offers an additional incentive. When the employees meet the expectation of the leaders, they not only receive a bonus but also get recognition. If the things do not go as per the plan then the transactional leaders offer advice and feedback which enable employees to enhance their performance. The employees also get assistance in their activities and it leads employees to offer a positive spur to finalize their work properly. The transactional leadership is the leadership which is always prevalent in the organizations. It is even effective in crisis and emergency situations.
The transformational leadership linked to charismatic leadership. The transformational leaders can be charismatic or use the charismatic style in the leadership. The leaders whose leadership style is charismatic generally dearth other features which define transformational leadership. It is considered that the charismatic leadership styles are practiced by the persons who are engaged in unethical or illegal behaviors (McCleskey, 2014). Such individuals are generally egotistic as well as charismatic and do not like to possess the transformational traits linked with the transformational leadership. The leaders who are transformational are often highly regarded and are able to encourage followers. As charisma is a constituent found in the transformational leadership. A theoretical and experimental overlap exists between both transformational and charismatic leadership. On the side, the leaders who are charismatic do not have dark propensities and can still be deliberated transformational leaders who occur to hold charismatic qualities (Oreg and Berson, 2015).
Elon Musk is the most incredible living entrepreneur. He has a charismatic nature that had a vision which is somewhat communicable. Musk is a co-founder, CEO and product architect of Tesla. He is more than just the public leaders of the company. He is a corporate branding expert too. Musk is a successor from the outside is appointed (Mullen, Kelloway and Teed, 2017). Musk preserves a visionary role. He is very dynamic and strong. His visions are pretty much prearranged in the DNA of all of his companies. Under the supervision of Tesla pursued an extensive range of world-changing products comprising electric cars, electric semi-truck, batteries for home, solar roof tiles, utilization batteries, and solar panel installation. The ethic part of Musk’s work makes him a good leader. He believed that trusted teams, optimistic work cultures, negative and constructive feedbacks stretch to learn new things and considers better options (Latham, 2014). He focused on his leadership to know what employees don’t like in spite of telling what is liked by them. Musk focused on hiring smarter people so that they can tell the organization what to do. It helped in improving the organization (Qu, Janssen and Shi, 2015).
The leadership style affects the motivation of employees. Elon Musk used transformational leadership and demonstrated incredible vision, commitment, and perseverance. He endeavored to actualize his vision. The thing which recognized Elon is his capability to make people believe in his vision. The amazing vision which drives up the leadership style of Elon sometimes means that an engineer should devote nine months working hundred hours a week on something. It is because Elon has pushed them to and nowhere he will make to scrap the project. He set the bar on the industry. Elon conducted himself as one of the ultimate leaders of the twenty-first century. He is incredible and awe-inspiring one. He dejected employees to an origin which others believed to be ineffective. As per the transactional leadership, Elon focused on the results and confronted the prevailing arrangement of the organization and measured success as per the organization’s scheme of rewards and penalties (Hoch, Bommer, Dulebohn and Wu, 2018). He has formal authority and responsible positions in the company. He is accountable for maintaining routine by managing employee’s performance and simplifies group performance. He fixed the criteria for the employees as per the formerly defined requirements. The performance review is a common method which is used to judge the performance of employees. As a leader, he best operated with the employees and encouraged them by the reward-penalty system (Moriano, Molero, Topa and Mangin, 2014).
Elon sustained the status quo of Tesla through the transactional leadership. This theory takes a behavioral approach to leadership by centering it on the rewards and punishment systems. This leadership is used as employees are successful, rewarded. When employees fail, they are admonished or punished. The employees in the organization are anticipated to conform to the organization’s rules and rewarded or punished based on their performance. As a transaction leader, Elon focused on supervising organization and group performance. He promoted acquiescence of the followers through rewards and punishments (Deichmann and Stam, 2015). He even paid attention to the employee’s work to find out faults and deviations. It is helpful enough in accomplishing the precise tasks at hand. This leadership style even focused on the bottom level of the Maslow’s hierarchy of the needs to motivate and drive success. The lower levels comprise physiological and safety needs. The physiological needs can be food, water, rest and warmth. These should be met first before moving to the next level. Each level encourages the behaviour. When the lower level of the hierarchy is met then only specific task can be focused by managing each task individually. It helps employees to work best and create a culture which supports employees in their tasks (Dong, Bartol, Zhang and Li, 2017). It even helped Elon to motivate employees and enhance their performance by various mechanisms.
Elon views the relationship between managers and assistants as an exchange. He believed in knowing negative things about him then the positive things. When the employees perform well, the leaders automatically receive a reward. If employees perform poorly then are punished in some way. The rules and standards are a vital part of the transactional leadership (Tepper, et. al. 2018). Elon tends to give constructive feedback concerning regarding the employee’s performance which allowed team members to enhance their output and attain better feedback and strengthening.
Ways that transformational leadership could be deliberate a social construction are given below:
The advancement of leadership is tied to the organizational culture and discipline and is continually developing. The instructional approaches are educated by the past voices in the communication. These past voices are capable in influencing an individual’s approach to developing leadership prospectuses.
The social constructionism is established on the premise that language creates reality. The reality is exposed and obscured, created and demolished by our activities. This viewpoint offers a framework from which leadership can be examined as a process of social construction (Daft and Marcic, 2013).
The construction of social reality is applied to the leadership and offers a way to comprehend how leadership as a social reality is cognitively created (Gill, 2011). It is centered on the action of social construction when applied to the leadership; it provides deep understanding by concentrating on the social leadership interactions. It also adds to developing leadership.
References
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