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Managing a diverse workforce
Managing a diverse workforce
Leadership styles psychology
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Recommended: Managing a diverse workforce
The purpose of this paper is to analyze the imparting of self-awareness in leaders and followers, the strategies that a leader uses as they instill self-awareness in others and support which is offered as they themselves achieve greater levels of self-awareness. The basic tenets of the paper contain an evaluation of psychological issues that a leader must consider, as well as effective strategies for providing feedback. The overall goal is to determine the methods that leaders employ when creating a collaborative culture, and how psychological considerations influence the development of culture.
Importance of Self-Awareness
The psychodynamic approach address the concept of self-awareness by placing emphasis on how leaders obtain insight into their own personality characteristics and gain understanding of the responses of their followers or subordinates, based on individual personalities. Self-awareness is described as a valuable part of leadership; as, it is considered the basic
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Followers need to feel like a leader believes in them, and that they ultimately matter to an organization (Odom, Boyd, & Williams, 2012).
For example, the feedback from a customer regarding one set of behaviors may be very different, but equally relevant, as feedback from a supervisor regarding those same behaviors. Being able to seek and accept information about oneself may, to some extent, depend on one’s personality traits. For instants, the person’s openness to experience, may play a role (Barrick & Mount, 1991). Other factors such as self-monitoring (Snyder, 1974) may make leaders more perceptive and receptive to feedback from others and allow them to change their behaviors more easily.
Reading L112RC: Self-Awareness and Leadership Philosophy: Why Leaders Need One and Why they Need to Write It Down; CGSC Blackboard.
The most effective leaders know better than to try to be someone they are not. They should always be searching for opportunities to reinvest in their strengths. Leaders need to stay true to who they are and make sure they have the right people around them. The book says those who surround themselves with similar personalities are at a disadvantage to those who are secure enough to be surrounded by people who strengths will compliment theirs.
Lastly, the key to successful leadership is getting all of one’s followers on their side. In order to achieve this, leaders must gain all their followers trust. Bennis outlines four key elements to gain this trust. Primarily, constancy must be enforced. Leaders must stay the course. Second, congruity is essential. This is so the leaders can “walk the talk.” Third, reliability is needed so that leaders are present when it matters most. Lastly, leaders honor their commitments through integrity. All of these important, aspects gain the trust of their followers by their side.
It seems self-evident that one cannot be a leader unless he or she has followers; put differently, one cannot hold a leadership role unless others are prepared to hold followership roles. These roles are more or less symbiotic - done effectively, each role can support and benefit the other. Nevertheless, the term “follower” has acquired a negative connotation, and leadership is generally considered to be the pinnacle to which we should all strive in our working lives, if not our personal lives as well. However, thanks to the work of authors such as Robert E. Kinney, who introduced the concept of followership, the characteristics, roles and paths of followers now receive increased attention. Kinney’s groundbreaking article, “In Praise of Followers”, appears along with the work of other authors on followership in The Leaders Companion.
While there are many theories as to what makes an effective leader, The Self-Determination Theory shows us that allowing employees, the freedom to make decisions that directly impact the way they work gives them a sense of trust and self-worth. This confidence then allows them to work efficiently for their leaders who have helped give them this sense of enthusiasm in their jobs. There is a relationship between intrinsic motivation and effective leadership. Building confidence and self-esteem will turn isolated employees into passionate employees who are dedicated to their jobs, while turning them into leaders as well.
A person’s title within the organization does not make them a leader. The driving factor which determines if someone is in a leader position is their behavior. This person who is a leader will guide those in the organization by influencing, guiding, giving direction, and opinions (Marquis & Huston, 2012). The culture as well as the climate of an organization begins with the leadership (Azaare & Gross, 2011). Each individual person has their own leadership style. Knowing one’s own leadership style will help them understand themselves and be able to grow as a leader. The purpose of this paper is to look at my own leadership style, including my strengths for leading others. A description of a potential challenge that I foresee due to my leadership style and a plan for my personal leadership development will be discussed.
The needs of the followers include stability, compassion, hope as well as trust. For a leader, it is crucial to creating a sense that the basic needs are being met. A positive balance should be created in the provision of stability, and the process is inspiring and giving hope to the followers. By creating hope, all other objective sin the organization fall into place and gives motivation that the prospects will be better.
Two key concepts are behind the model. First, trust is built through the disclosure of information about oneself. Secondly, through constructive feedback from peers and subordinates, leaders can learn about themselves and deal with personal problems or faults. This feedback, if given in a constructive manner, can help organizations build teamwork and create...
Sur, V., & Prasad, V. M. (2011). Relationship Between Self-Awareness and Transformational Leadership: A Study in IT Industry. IUP Journal Of Organizational Behavior, 10(1), 7-17.
Personality as well as intelligence tells people a lot about an individual. Certain characteristics of one’s personality such as impression and reputation in a social environment may or may not be a good way to gain acknowledgement. In becoming a leader, work ethics must be strong, precise, and others must be able to feel one’s presence. The three abilities that successful leaders have are; the ability to get along with others and build teams, the ability to make sound and timely decisions and the ability to get things done. The mass amounts of leaders only possess one or two of these abilities and a smaller percentage having all three. According to the Five Factor Model (FFM), it is important for leaders to possess dependability, adjustments and surgency. (Hughes, Ginnett and Curphy, page 235)
The subject of personal leadership is widely recognised nowadays as it is often believed that successful leaders not only have the ability to lead other, but also know well and able to control oneself. In order to understand more about myself as a leader, I registered for this course. Around two months of this course, I have gained considerable knowledge which will be clearly documented in this Reflective Learning Diary. In addition, a separate section will be dedicated to my reflections after completing some personality tests.
Leadership can be traced back to many ideologies over the history of time. There have been individuals that have achieved great success and accomplishments through inspiring others to believe and follow their leadership. This paper will explain some of the theories that philosophically explain how those great people inspired others to believe in their vision and goals.
My Self Awareness score is an 85, which means that while I am slightly above average, there is plenty of room for development. I have a clear understanding of what I do well, what motives and satisfies me, as well as which people and situations push my buttons. (Goleman 2002, p. 25) Yet, there are times still seem to let my emotions take control of my actions. I am still discovering the balance that will allow me to recognize those emotions, accept them, and reflect upon them later and not to discourage me.
The concept of followership has existed for decades, but only in relatively recent times has the idea received more attention. The dictionary definition of the word “followership” is “the capacity or willingness to support a leader”. In his 1988 book, The Power of Followership, noted followership scholar Robert E. Kelly found this to be lacking.
According to Bryant (2016), “self-leadership is the process by which you influence yourself to achieve your objectives.” So how do you achieve this, you start with developing your leadership point of view. Developing my leadership point of view forced me to reflect on the leader models in my life. It also forced me to evaluate the key events and experiences from my past and determine how they have impacted me as a leader. This self-reflection process allowed me to discover who I am, what my values and beliefs are and what my true purpose is in life. Thus far, this process has made me more self-aware and self-awareness is key to self-motivation and motivating others.