A511.4.3.RB – Leadership Traits
This week’s
module readings have thought me about the importance of a leader’s traits and
skills. How the success of a company or organization deeply depends on the
effective use of traits and skills of a manager. When it comes to motivation,
it implies a significant power for a leader. Someone who is able to motivate
their own persona or others can create wonders. While evaluating what motivates
managers, the theories encountered were self-confidence, personal integrity,
narcissism, and achievement orientation. One way or another, this four specific
traits motivate leaders in positive or negative ways. On the other hands, if
managers want to motivate their subordinates, then energy level/stress
tolerance, internal locus of control, emotional stability and maturity,
personal integrity and need for affiliation are positive motivators.
Managerial
motivation reflects on what provokes an individual to make efforts in order to
demonstrate superb skills. Consequently, managerial motivation can impact
people in two ways, positive or negative. High energy level and stress
tolerance from a leader results in trust. An effective leader or manager’s main
goal should be creating a trustworthy organizational environment. In addition,
if a leader is trustworthy, then he or she has earn the title of the self-confidence
theory. If you do not believe in yourself, then nobody is will. Nevertheless, a
measured level of confidence needs to be alert at all times. According to Yukl,
“excessive self-confidence may make a leader overly optimistic about the likely
success of a risky venture, and it may result in rash decisions and denial of
evidence that a plan is flawed” (2013, p. 144).
Another
trait that stands out is internal locus of control. In other words, locus of
control states how an individual truly believes his actions are a results of
pure faith or chance. Although this trait alone does not bring effectiveness to
an organization, this type of leaders “take more initiative than externals in
discovering and solving problems” (Yukl, 2013, p. 144). In a similar way,
emotional stability and maturity provides stability to the follower’s
psychological power. Yukl (2003) delivers the term emotional maturity, “as a
person who is emotionally mature is well adjusted and does not suffer from
severe psychological disorders” (p. 145). Moreover, Gary Yukl idea of skills
and effective leadership encompasses technical skills to be ahead when it comes
to knowing the organization’s technology tools. Then, conceptual skills, which
in general leaders make use and involve “good judgment, foresight, intuition,
creativity, and the ability to find meaning and order in ambiguous, uncertain
events” (Yukl, 2013, p. 153). Lastly, interpersonal skills are an effective way
to carryout a leadership position. Interpersonal skills enhance the relation
between followers and agents, since there is a clear and honest interest in
motivating others, getting involved with followers, or understanding the
attitudes and feelings of others.
After
analyzing my leadership skills, traits, and competencies, I believe I posses
positive examples of a good leader but have a lot to improve. To begin, I have
always consider myself an individual with the ability to manage my emotions.
Emotional intelligence is a key factor for the success of a company or any
place. Hence, I feel very strong when it comes to showing apathy out of respect
to my followers. In relation, another trait I would like to say I am good at is
learning ability. When you grow-up moving from one place to another, you learn
to love the instability of changing friends, school, etc. Therefore, change in
an organizational setting comes natural to me and does not make me upset in any
way. Accordingly, I feel, as I am flexible and willing to accept those changes
at work. Rosabeth Kanter (2011) stated, “there’s needs to be a flexible look at
both ends of the spectrum in any situation.”
In relation
to my strong skills, I believe they influence my value at work since cultural
change at an organizational level is happening. I cannot take complete credit for
the change, but I do know that I work hard to make sure what I do is always
done with all the efforts I could have given, even if it is not perfect. The
best feeling is to feel appreciated and valued for the hard work your put on
and now my job is in the process of considering me for a management position. On
the other hand, contingency theory and situational variables may assist the
process of my job valuing my skills. Contingency theory describes, “how aspects
of the leadership situation can alter a leader’s influence and effectiveness”
(Yukl, 2013, p. 169). I believe I can make use of the Path-Goal Theory where
followers or subordinates find satisfaction in any task assigned. Path-Goal
theory is not complex but requires a motivator who wants to influence his or
her followers into acquiring new approaches to old habits. If I make use of
this theory, I may be able to start changing bad habits into better ones and
still have the organization satisfied.
References:
Kanter, R.
M. (2011). Zooming: How effective leaders adjust their focus [video
file]. Harvard Business Review. Retrieved from https://www.youtube.com/watch?v=saNj6B0Vasw&feature=youtu.be
Yukl, G. (2013). Leadership in organizations. (8th ed.) Dorling
Kindersley / Pearson Education, Inc.
No comments:
Post a Comment