Interactive Leadership Paper

According to Judy B. Rosener, Interactive Leadership is when the “leader favors a consensual and collaborative process, and influence derives from relationships rather than position power and authority”. (Rosener, 1990) She also says that it is more prominent in the ways women lead. Personally, it is more effective for me to have a leader that informs me of the vision and can describe with passion what the organization’s objectives are and draws me into the decision-making process.

I believe that this approach is increasingly important now due to the way millennials relate to leadership. According to a recent report by TINYpulse (Haden, 2016), millennials need to feel like they are developing and need to experience engagement and connection

with co-workers both in and out of the workplace. They need to feel that they are making a difference and have purpose. Interactive leadership is all about engaging, relationship, developing and coaching. The old school way of leadership by power does not work well with the millennial mentality. With many other age groups as well. As organizations are becoming more diverse, employees want to feel a sense of belonging and individual purpose in the workplace. To be an effective interactive leader, one must be authentically engaged and interested in their employees and their growth and development. They must actively learn what their employees needs and wants are and give consistent and immediate feedback and coaching.

Works Cited
Haden, J. (2016, June 30). 4 Effective Ways to Manage Millennial Employees. Retrieved from Inc.com: https://www.inc.com/jeff-haden/managing-millenials-how-to-lead-connect-and-engage-millenial-employees.html
Rosener, J. B. (1990). Ways Women Lead. Retrieved from Harvard Business Review: https://hbr.org/1990/11/ways-women-lead