Personal leadership is an ability to develop and utilize the positive leadership traits to guide the direction of other’s life and determine the course as well. In an organizational context, it sustains the vision, self discipline, spirituality, integrity, open communication process and kindness. The personal leadership is an ongoing process which defines the regular reflection and the self evaluation process.
It is developing the qualities of effective personal leaders to determine the positive effect within the organization. In this report, a personal leadership process in Oman mobile company will be discussed. In this factor, the insight process of the leadership style, Leadership and cultural perspective, impact of Leadership styles on people performance, and the analysis of personal leadership will be discussed.
1. Creating insight on leadership style
According to Rich (2017), every great leader has a mentor who inspires, motivates, and builds the capabilities of a leader by enhancing his or her leadership, people management and interpersonal skills. There are some factors, which are known as insights that often bring out the best of a leader by highlighting several personal traits. While discussing the insights, the authors have stated that following the instruction of the superior authority instead of implementing own decisions can help the person to grow the experience.
In fact, standing with principles, which help a leader to earn respect from the followers as its proper exhalation, is essential to be more genuine in front of a team. These two prospects are the most important insights into the development of a great leader. Moreover, proper communication, optimism, and admitting mistakes are the other insights what makes a person a good leader.
Organizational and personal leadership inside the organization considering history, culture, geographic life
dentification of the range of leadership mindsets within the organization
The different mindset of the leadership theory is being enumerated below considering the history, culture and geographic life (Refer to Appendix 1).
Leadership Thinking/Mindset System 1: Basic Existence
Jumaet al. (2016) have stated that the concept of basic existence theory of leadership is based on survival policies against emergencies. This is the primary factor what every leader posses. This prospect has been focused on the concepts of flight, fight, and safety. It is human nature for surviving in any situation of life for holding the existence in nature. From the primitive time this mindset has been developed, and till a recent date, the leaders have in their career.
Leadership Thinking/Mindset System 2: Pre-Industrial Era
This is a traditional way to show respect to the superiors and following the customs. Pisapia et al. (2005) have opined in this prospect that the organizational prospect requires a systematic approach what possesses some of the essential rules, regulation, norms, and custom for accomplishing the organizational work process. However, the prospect of obey desires, showing elegance to the older and developing bond to possess safety is a tribal prospect, in the organizational work process, the factors are similarly important. In the pre-industrial era, the leaders of the societies have developed this prospect for felicitating the experience of the superiors and the older people.
Leadership Thinking/Mindset System 3: Industrial Era
This type of leadership is also known as the mentality of Big Boss, and it highlights the mentality of dominance. However, this mindset is energetic and action-oriented, it reflects the ego and self-image by dominating others. This type of mindset has been developed among the leaders at the time of industrial era. In fact, it is all about self-power and superiority.
Leadership Thinking/Mindset System 4: Information & Knowledge Era
Schweitzer et al. (2016) have identified that this type of leadership mindset reflects within the professional management as it focuses on planning, strategy development, and delivers a sense of purpose as well as a broader set of principles for a more significant number of people. However, this type of mindset is responsible, charitable and keen moral sense; the critics have identified this mindset as intolerant, judgmental and rigid for the sense of partiality.
Leadership Thinking/Mindset System 5: Tech & Financial Era
Schweitzer et al. (2016) also added that this mindset is a reflection of innovation and creativity as it describes the mentality of successful entrepreneurship. This is a productive and result oriented mindset with dominative, materialistic, and self-absorbed nature. The mindset of the leader has been changed in the era of technology and finance, and the concept of entrepreneurship has emerged.
Leadership Thinking/Mindset System 6: Sustainable Era
As per the identification of Brekkenet al. (2018), this mindset is a product of this sustainable era as it is all about the human bond, promotion of unity and community. However the approach is empathic and sensitive to the condition of human being, it imposes team collaboration regarding the decision making.
Leadership Thinking/Mindset System 7: Complexity Era
According to Benson and Dresdow (2015), this mindset of the leader reflects the functional and implementation of an effective leadership style. This type of mind is primarily analytical so that potential threats can be analyzed and proper steps can be taken based on analyzed risks. On side this type of mindset helps to enrich the quality of performance of the team, another side, this critical approach is not competent in the place.
Findings in the leaders to underpin the assessment
In the assignment, it has been found that there is seven-mindset system which may help a person to grow as a leader. The insight and the vision of the people make them effective leaders. As per the opinion of Boiralet al. (2015), each of the leadership mindset has their own positive and negative aspect. However, each of the mindset is effective based on a situation. The primary job role of a leader is to manage the work process efficiency and to help the team members to excel in certain prospects. In the previous part, it has been mentioned that over time the different mindset has come in the market and some of the traits as well as styles are staying at the same time within the leader (Liu et al. 2015).
Leadership and cultural perspective
For continuous development of the workplace, a leader must face many challenges related to employee management and measuring their performance. As stated by Mainemeliset al. (2015), in order to be a good leader, it is essential to understand the leadership style and cultural perspective of their own as well as the organizational resources. Further, understating the cultures helps the leader to interact with various types of employees as it is significant for developing organizational performance.
Examples of leadership traits observed in the organization that typify the selected leadership mindset
In the present organization, various traits and mindset have been observed among the seven mindsets described above. In fact, in the organization the prospect of Leadership Thinking/Mindset System 1: Basic Existence, Leadership Thinking/Mindset System, Thinking/Mindset System 2: Pre-Industrial Era, 3: Industrial Era, Leadership Thinking/Mindset System, 5: Tech & Financial Era and Leadership Thinking/Mindset System and 7: Complexity Era has been found. Each of the mindset and leadership traits is accelerating the business process efficiency. The traditional approach is providing the organization to develop emergency strategies. The big boss approach is helping Oman Mobile Company to manage the employees by applying the dominance.
Similarly, the traditional approach is helping the organization to follow the organizational policies as well as rules. The innovation and creativity have been applied within Oman Mobile Company by the application of the Tech & Financial Era mindset. Finally, the Complexity Era is helping Oman mobile Company to implement the strategies in the organizational work process.
Application of seven mindsets theory to the key members of the team at the workplace
|
Application of Mindset Theory |
Key Members |
|
Pre-Industrial Era |
The Leader |
|
Basic Existence |
The Expert |
|
Industrial Era |
The strategist |
|
Tech & Financial Era |
The Financial Leader |
|
Complexity Era |
The executer |
Table 1: Identified Key Team Members in Application of Mindset Theory
(Source: Hall, 2013)
2. Assessment of the impact of Leadership styles on people performance and potential improvements
As stated by Bottomley et al. (2014), the leadership styles have a massive impact on the various factors of an organizational work process. As stated above, the employees are the follower of the instructions provided by the managerial and leadership level. Strategy, people, performance, and productivity, are the prospects what the leadership style can improve efficiency. On the other side, Hassan et al. (2014) have mentioned that the organizations need continuous change for sustaining in the competitive market.
The mindset theory of leadership has influenced the performance of the employees. Each of the mindset delivers practical impact on the team members and their performances. However, there are many issues which are negatively affecting the work process; the leadership approaches are enhancing the performance of the people. In this context, Hassan (2015) has stated that proper ethical leadership
can help in the motivation and encouragement of the employees as well as develops a relationship with them. As a result, the employees feel free to share their opinions with the leader while making any decision. Implementing those suggestions can successfully develop the effective performance of the organizations as well as the people (Farndaleet al.2014). Similarly, the leaders continue to monitor the individual performance. As a result, the performance of the employees can be improved effectively.
Various Leadership Styles
|
Leadership Style |
Details |
Advantage |
Disadvantage |
|
Autocratic leadership |
In this type of leadership, the leaders take full control over the respective teams and dictate them about the rule, principles, and norms for better performance of the organization. |
Systematic and goal driven which directs the employees to achieve targeted success |
There is no chance of innovation and creativity as the leader directs them to follow the instruction blindly. |
|
Democratic leadership |
In this type of leadership style, the leader seeks the participation of the team in the decision-making process. |
Enhance team collaboration and participation in every task. In fact, the best decision can be taken after analysis of various possibilities. |
While taking decision confusion may arise as there are a number of option for a single problem. |
|
Charismatic leadership |
This theory is all about the charisma of the leader in terms of communication so that the team members can be encouraged to pursue a task. |
Motivate and influence people to achieve a target. |
The leadership style is ineffective when the team member is processing different value system related to the work process. |
3. Leadership Theory considering the notions
|
Concept of Leadership Theories |
Details |
Who will follow |
How to apply |
|
Trait theories |
It is considered as the personal characteristic and traits of the leader what they inherit within themselves. Traits: Integrity, Emotional maturity as well as Energy and adjustment or stress tolerance
|
The theory could be followed by the individuals who want to grow themselves as a leader. |
Step 1: Self SWOT Step 2: Self-survey with traits Step 3: Get feedback from the team Step 5: Implementation of the feedback to develop traits o leadership skills |
|
Behavioral theories |
The theory has been developed based on the action of the leader. Traits: Giving and taking information, making decisions, building a relationship and influencing people. |
The task-oriented leaders and people oriented leaders need to follow this theory. |
Step 1:Initiating and encouraging Step 2: organizing and observing Step 3: Clarifying and listening Step 4: Information gathering, coaching and mentoring |
|
Situational contingency theories |
The concept delivers the tackling any situation with the implementation of trait and behavior. Traits: Flexibility, emergency-based, strategy development, and implementation |
The leaders handing the team with potential risks needs to follow the leadership style |
Step 1: Information gathering Step 2: Analysis Step 3: Strategy development for a different situation Step 4: Incorporation of the strategies as per requirement |
4. Analysis of personal leadership and others within the organization
An assessment and reflection assessing Leadership capabilities
As per the opinion of Grisby (2016), in 1898 at the time of industrial growth of America, an engineer invented a self-propelled vehicle, and later, he had established the renounced car company, Ford. The will, wish, dedication and concept of the young engineer have changed the phase of the automobile industry. In today life the Ford Method has become an example of leadership. However, the concept of leadership has emerged from the primitive age. From the old time, the perception of leadership has been changed based on the mindset of the leader which is known as ‘The bio-psycho-neuro-socio DNA of Leadership Philosophy.’
The theory has three critical components including Life conditions (environment), Human adaptation (bio-psycho-neuro) and Socio-cultural. These three elements together develop the value system of a mindset of leadership theory (Akdo?anet al. 2016).
Demonstration of personal job application statement
Highlighting own areas of growth
As considered by Demirtas and Akdogan (2015), in order to be an effective leader continuous change is required based on the situation for better performance. It has been identified that I have a reasonable prospect of leadership skill, however, in some area, I need to develop and grow myself. I have been realized that I am not an excellent communicator with the team members and that is why misinterpretation of my opinion is resisting my team to attain targeted prospect.
Moreover, my rigid nature to any change is making the project limited. More importantly, I am not able to motivate my team effectively. As a result, the performance level of my team members is sinking. Except for all these prospects I am indeed a good leader, and that is why I need to grow myself in the areas so that I can be a perfect leader.
Strengths and improvements
Strengths:
Improvements
Babalola et al. (2016) have stated that the most important prospect of self-analysis is the identification of drawbacks and improve those areas of growth with the help of strengths. Based on my identified drawbacks and strengths it is important to mention that as soon I have identified my drawbacks, I have started fixing my area of lag backs. I have started visiting a crash course on communication and following a mentor so that my issues related to rigidness as well as poor, essential qualities can be eliminated. I hope that gradually I can be able to overcome my drawbacks and can become an effective leader as well.
Plan for present and future role taking into consideration everything about leadership
mindsets
Alignment of personal leadership style and within the organization
I am a follower of the mixture of each of the mindset. One side I develop plans and strategies to survive in the situation, on the other side I am too dominating while managing my team. I fact, I am close to my team and maintain a good relationship with each of them still I am bit bossy sometimes to keep them on track of discipline. Graham et al. (2015) have opined that the concept of leadership has emerged to leverage the pro-activeness of the team and employees so that business process of Oman Mobile Company can be higher.
It is not essential to motivate the team and bring the best out from them. That is why; I have focused on empathy, optimism, and attention to details so that the employees can work effectively under my surveillance. The proposed mindset may help me to extract the required traits from the mentioned traits for the betterment of my leadership skill (Boiralet al. 2014).
Leadership style for organizational change: key leading 21st Century business
As per the opinion of Gleeson (2018), today’s complex business environment doest requires any specific style or approach as modern business environment is facing diverse types of issues in the market. For that reason, the leaders need to be ready to tackle the situation with effective employee performance. More importantly, the key leading businesses of the 21st century are applying situational leadership and motivational leadership style as per requirement by analyzing human behavior as well as the scenario of the market.
Conclusion
From the previous study, it can be concluded that leadership approach is essential for leveraging the organizational performance, profit, and growth. Most importantly, the mindset of the leader determines the success rate of the leadership skill. With the help of Seven Mindset Leadership Theory approach, the discussion has been delivered more efficiently. The prospect has been applied with the present organizational work process following the performance of the team. In order to deliver a perfect performance of the team, the mindset of the leader needs to be clearer, and the concept of community needs to be clear. In the study, the importance of the leadership and the mindset theory has been established so that the learner can identify useful prospect of the concept.
Recommendations
From the analysis of the prospect, some recommendations can be made to develop the leadership skill considering the prospect of self-evaluation as well as analysis. The recommendations are being enumerated below.
Reference List
Akdo?an, A.A., Arslan, A. and Demirta?, Ö., 2016. A strategic influence of corporate social responsibility on meaningful work and organizational identification, via perceptions of ethical leadership. Procedia-Social and Behavioral Sciences, 235(7), pp.259-268.
Altman, E.J., Nagle, F. and Tushman, M., 2015. Innovating without information constraints: Organizations, communities, and innovation when information costs approach zero. The Oxford Handbook of Creativity, Innovation, and Entrepreneurship. Oxford University Press, New York, 14(7), pp.353-379.
Anderson, M.H. and Sun, P.Y., 2017. Reviewing leadership styles: Overlaps and the need for a new ‘full?range’theory. International Journal of Management Reviews, 19(1), pp.76-96.
Babalola, M.T., Stouten, J. and Euwema, M., 2016. Frequent change and turnover intention: The moderating role of ethical leadership. Journal of Business Ethics, 134(2), pp.311-322.
Benson, J. and Dresdow, S., 2015. Design for thinking: Engagement in an innovation project. Decision Sciences Journal of Innovative Education, 13(3), pp.377-410
Boiral, O., Baron, C. and Gunnlaugson, O., 2014. Environmental leadership and consciousness development: A case study among Canadian SMEs. Journal of business ethics, 123(3), pp.363-383.
Boiral, O., Baron, C. and Gunnlaugson, O., 2014. Environmental leadership and consciousness development: A case study among Canadian SMEs. Journal of business ethics, 123(3), pp.363-383.
Boiral, O., Talbot, D. and Paillé, P., 2015. Leading by example: A model of organizational citizenship behavior for the environment. Business Strategy and the Environment, 24(6), pp.532-550.
Bottomley, K., Burgess, S. and Fox III, M., 2014. Are the behaviors of transformational leaders impacting organizations? A study of transformational leadership. International Management Review, 10(1), pp.5-9.
Brekken, C.A., Peterson, H.H., King, R.P. and Conner, D., 2018. Writing a Recipe for Teaching Sustainable Food Systems: Lessons from Three University Courses. Sustainability, 10(6), pp.1-19.
Çelik, S., Dedeo?lu, B.B. and Inanir, A., 2015. Relationship Between Ethical Leadership, Organizational Commitment and Job Satisfaction at Hotel Organizations. Ege Academic Review, 15(1), pp.145-153.
Demirtas, O. and Akdogan, A.A., 2015. The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), pp.59-67.
Farndale, E., Pai, A., Sparrow, P. and Scullion, H., 2014. Balancing individual and organizational goals in global talent management: A mutual-benefits perspective. Journal of World Business, 49(2), pp.204-214.
Gleeson, B., (2018). Leadership and Management in the 21st-Century Organization.
Graham, K.A., Ziegert, J.C. and Capitano, J., 2015. The effect of leadership style, framing, and promotion regulatory focus on unethical pro-organizational behavior. Journal of business ethics, 126(3), pp.423-436.
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