'Describe Your Own Leadership Style Essay\r'

'Jim Collins and a chemical group of 22 research associates conducted a five-year research go for searching an answer on the question ‘how a company from merely effectual target be transformed to dandy one’ and identified that d cause this transformation lies a aim 5 attractor. train 5 lead names to the lastest take aim in a hierarchy of director’s capabilities. A take aim 5 loss leader transforms the makeup into a broad institution through a paradoxical combining of psycheal humility plus professional will. below aim 5 leadership, lie four other(a) layers, each one appropriate in its birth birth right but none with the precedent of Level 5.\r\nLevel 1 leader is a high cap equal individual who plays an important role in the success of his organisation through his talent, write outledge, skills and practised toy habits. A level 2 leader is a contributing team up up member who is very grave with his team members and ensures that hi s team meets its assigned objectives and effects the core purpose. A level 3 leader is a sufficient manager who is skilled at organising race and resources towards the stiff and efficient pursuit of predetermined objectives. A level 4 leader is an sound leader.\r\nHe dos high-ranking performance standards. He is remarkable at motivating his mint and leading them towards realising his vision of the organisation. (Appendix 1, p. 11 summ scrapes tout ensemble levels of Collins’ leading Hierarchy) (Collins, J. (2005). Level 5 leaders: The Triumph of humility and Fierce Resolve, Harvard none Review, Vol. 83. no. 7, p. 136-146) The purpose of this assignment is to conduct an evaluation of my deliver style of leaders at heart the organisation in which I lam by using the to a higher place hierarchy as a frame of reference.\r\nIn range to produce a thorough sagaciousness on both my style and the usefulness of Collin’s posture, a range of other theories and concepts essential be taken into retainer. However, before proceeding to the analysis and evaluation, it would be helpful first to know the site I hold as well as its responsibilities within the organisation. A send Manager, member of the Marketing Department, is accountable for the programmening, development and implementation of the Company’s trade activities, among others: Launching of new products, market research studies, promotional activities/materials, to organize and execute the raining programs for the Sales Force.\r\nIn order to become an efficient and impressive Brand manager, the company is requiring knowledge (good academic background), experience and managerial skills including: Strategic and analytic capabilities, entrepreneurial spirit, team player, and tractability and strong skills in communication and leadership. The Idea of lead It is approximately likely to find a motion more than important to business success immediately than leadership. attractorship is defined as the ability to find people toward the achievement of goals.\r\nleaders occurs among people, involves the use of go and it is used to attain goals. Leaders ar expect to persuade or inspire people, produce reconciling efforts and pursue goals. Leadership is different from management, though the deuce argon easily confused. One may be a leader without organism a manager and many managers placenot ‘lead a squad of seven- old age â€olds to the ice cream counter’ according to Gardner (1989). Gardner intends that on that point argon several dimensions for distinguishing leadership from management.\r\nLeaders conceptualize broad-term, look outside as well as inside and influence others regardless the military position that they possess. In order to make the idea of Leadership and which be the characteristics a leader usually has, studies and research stir been conducted and several bettermentes to leadership styles as well as theori es are arose. Some of them are going to be related to Collin’s Level 5 leadership hierarchy as well as to my own style of leadership. (Daft R. L. , Management, ch. 16, Leadership in Organisations , p. 514-515) Level 1 Leader & The Leadership Traits Approach\r\nLeadership trait approach is the oldest approach to the study of leadership. From this approach occurs that there are certain qualities in approximatelywhat people that define them as leaders or potential leaders. Traits therefore are the distinguishing personal characteristics such(prenominal) as intelligence, values and appearance. Leaders extend their office staff and use their abilities to influence events. Effective leaders are usually more intelligent, more dependable, responsible and more active. They usually ask for more information and give out more information.\r\nHowever, the ppropriateness of a trait or a set of traits depends on the leadership shoes. The similar traits do not apply to every organ isation or web site. (Appendix 2, p. 11 summarises the physical, social and personal leadership characteristics) On the contrary, Collin’s Hierarchy is consisted of several characteristics/ capabilities that most screwing be found also in the leadership trait approach such as knowledge, achievement to drive and working effectively with others in a group setting. However, two characteristics that are of great importance are not included in it.\r\nThere are the most important ones and are a necessary requirement for transforming an organisation from good to great, humility and professional will. (Diploma in Management, Module make 1, section 6, Teams in Management, p. 6. 16) However, in order to understand in what extent these two concepts can be correlated, we can use ourselves as an example. For instance, my position requires being a highly capable individual (Collin’s Hierarchy Level 1). How can I attain this requirement? By demonstrating many of the personal trai ts such as intelligence, knowledge, judgement and cognitive ability.\r\nFor instance, the products that I treat have intense competition. Good knowledge of the market as well as intelligent moves do them to differentiate from competition. The creation of a guideline for intervention at home as well as the delivery of the products at home gave a advance to them. As a result, Doctors preferred to prescribe these products for long term use and hade great impact on the company’s name and reliability. When we speak of leadership, all we refer to the qualities/ competencies of an individual or we can refer to a dish of organisation.\r\nThe ‘trait’ theory of leadership- the handed-down or popular management view of leadership- focuses on the concept that leadership is a quality or set of qualities particular to an individual. On the contrary, the group kinetics theory sees leadership as a function of organisation. Level 2 Leader & lying-in versus people p anorama styles Task versus people perspective styles of leadership do not take into consideration the organisation as a whole. They focus on teams. Every group of people has a projection to accomplish.\r\nHowever, since groups are composed of people, several charters arise from them. check to the group dynamics theory of leadership, the person who adequately fulfils the needs that the group perceive to be the most important could be considered as an effective leader. A working team need to fulfil two functions. First, its courtly tasks must be fulfilled. In order this to be accomplished; a set of competencies must be evolved. Technical knowledge, innovation and smack of achievement are related with the instrumental need to perform the tasks.\r\nSecond, needs for affiliation, interaction and mutual give birth are usually observed within a team. Such needs are called expressive needs. The person who becomes leader must facilitate the satisfaction of some of the teams’ ne eds. This leader emerges to the group because he is the best able to help the group survive and succeed. ) (Master in Business Administration, Module book 3, section 1 The guess of Leadership, p. 1. 7-1-11) gibe to Collin’s leadership hierarchy, the leader that is set forth in the group dynamics approach could be characterised as a level 2 leader.\r\nA contributing team member who is very good with his team members and ensures that his team meets its assigned objectives and fulfils the core purpose. some(prenominal) group dynamics approach and Collins hierarchy are useful in helping us to see how leaders may relate to team members and to situations. (Collins, J. , (2005). Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Harvard Business Review, Vol. 83. no. 7, p. 136-146) As a Brand Manager, one of my responsibilities to support our sales team by providing them with moderate amounts of detail and focus on why it is important for the team members to complet e our objectives.\r\nHowever, I believe that co-owning the objective/action plan with team members and asking team members ideas as well as offering my own ideas is more efficient and can lead us easier to our goals. Besides, It is better to have, for instance, five people to think rather than one. Therefore, I strongly believe that teamwork can lead to better results. Level 3 Leader & The Contingency Theory tally to contingency models, leadership depends as much on the situation of the group as on the leader himself or herself. Thus, we have a choice; every the leader can fit to the situation or change effectively the situation to fit the leader.\r\nAs we can understand, leadership is different for first-level supervisors than for chief executives and the build of leadership needed for skilled and highly move followers may not work for followers who are alienated and untrained. According to Fiedler, contingency model divides the leadership situation into three variables. In order to determine the most effective leadership style, we must consider the inter-relationship of the three contingencies: leader †member relations, task- organise and position power. 1.\r\nLeader †member relations, where mutual trust, note and open communication survive and can be consider as advantageous. This means that tasks are lighten and structured and members are aware of the power the leader holds. On the other hand, where there is little or no trust, respect of communication, then the relationship can be characterised as inopportune (control over the situation is needed and a focus on a task will not detract from the leaders/ team relationship because this is not essential to adopt with.\r\n2. Task- structure, when work is highly structured and easy to know when somebody has not complied with an instruction and it is easy to cut down sanctions. However, when work is unstructured, leaders cannot enforce compliance with immaterial controls and therefore, the leader has much less power than when work is highly structured. 3. Position power, is the extent to which a leader has formal authority over the followers. When position power is high then the leader has the power to plan and direct the work of followers, evaluate it and accordingly give back or punish it.\r\nOn the other hand, when position power is low, the leader has little authority over followers. (Appendix 3, p. 11 presents Fiedler’s examination on how Leader Style fits the situation) Finally, according to Fiedler, task-oriented leaders tend to be more effective in situations that are either highly advantageous or highly disadvantageous to them and that relationship-oriented leaders tend to be more effective in situations that are moderately advantageous to them. (Bolman,L. G. , Terrence,D. E. , Reframing Organisations, Ch. , Reframing Leadership, p. 342-344) According to Collin, a level 3 leader is a competent manager who is skilled at organising people and resou rces towards the effective and efficient pursuit of predetermined objectives. However, as it is showed above, an efficient leader must differ from situation to situation or from team to team, according to its supernumerary characteristics. Analysing a level 3 leader in correlation with Contingency theory, we understand that a level 3 leader should consider both leader â€member relations and tasks.\r\nPredetermined objectives cannot be achieved, if mutual trust, respect and open communication do not exist in a team and if tasks are not highly structured and followers do not know precisely their responsibilities. However, we must neer ignore the extent to which a leader has formal authority over the followers. (Collins, J. , (2005). Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Harvard Business Review, Vol. 83. No. 7, p. 136-146) For instance, according to my position, my everyday contact is with the sales team.\r\nAccording to my opinion, it is clear that trust , respect as well as open communication and mutual understanding exist within our team. One of the responsibilities of my position is to organise in some extent, their work by indicating them what is our goal and how we can reach it, with what tools and where we want to focus. Another one is to superintend our products sales and ask questions whenever I believe it is necessary. However, my position power is not as high as to evaluate them and reward or punish them accordingly.\r\n'