What Makes A Strong Leader – From the beginning to form groups with the goal of finding out what public opinion makes a good leader, I was worried that we would go through the semester’s content in the first week.
Although this was not the case, the results were interesting and consistent. Looking at other groups, there seemed to be a pattern of what society thought was good leadership. Attached are the results of the report:
What Makes A Strong Leader
People share diverse and important opinions about what leadership means to them. Over the past week, five Notre Dame students took the time to gather different perspectives on leadership, from a wide range of people demographically and geographically, from the population of Sydney. These students study business or education and they asked these people questions about what they believe makes a good leader, or a bad leader, and the qualities of those leaders. The responses in each interview revealed a consistent trend, even though the participants’ responses were based on personal experience and observation. The interviewees shared similar opinions about the qualities expected of a good leader and general agreement about a bad leader. Throughout this document, information gathered from “street” interviews and compared to contemporary literature will be revealed. The discussed contents will be an essential guide for understanding the concept of leadership and what are the expectations of leaders.
Strong Management Or Strong Leadership?
The concept of leadership has been written about, formally researched, and informally discussed more than any other single topic (Luthans, 1981). The Oxford English Dictionary broadly defines leadership as “the act of leading a group of people or an organization, or the ability to do so.” Throughout history, it has been recognized that “the difference between success and failure, whether in war, business, a protest movement or a basketball game, can be largely attributed to leadership” (Luthans, 1981). How important are these? quote save? Well, they all bring a definition of what leadership is. There are three main ways of looking at leadership, as a process, personality or role. Is it possible to develop leadership through knowledge and experience? Can people with all personality types be effective leaders? How does a person become a bad leader or know that he is really a good leader? There are many variables, including context, to consider when defining leadership and determining which way or person is most successful. It is known that leadership exists and has a huge impact on human performance, but it still remains an unresolved topic of debate, an unexplained concept whose inner workings cannot be precisely specified (Luthans, 1981).
An old theory known as the “trait theory” believes that leaders are born and not made. This leadership theory can be traced back to the ancient Greeks who believed that the essential qualities needed to create a strong leader could only be acquired through genetic traits (Luthans, 1981). Contrary to modern thinking where Kouzes and Posner (2007) specified five exemplary leadership practices that can be developed by anyone. The five practices include modeling the behavior you expect from others, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart (Kouzes & Posner, 2007). The definition of leadership is a broad concept and will continue to be for many years to come, there are good leaders and bad leaders and the interviews of five Notre Dame students revealed some of the qualities of this type of leader.
Everyone seems to have an opinion on what good leadership looks like, and for good reason. Good leadership can be seen everywhere and leaders are often judged harshly within and outside of their leadership role. There are countless characteristics that can make a person a better leader, and in saying that there will be no universal definition of leadership. Instead, interview findings combined with academic input will provide a contemporary view of what leadership looks like.
Public interviews gave a view of good leadership which always tends to have different characteristics. The ability to delegate was considered important by many of the interviewees, reasoning that effective and efficient leadership cannot be carried out without delegating work and making decisions at a lower level to the appropriate colleagues. Respect is also something leaders must receive from their peers, according to our interviewees. Being respectful is also something that goes hand in hand with being respectful, a perceptive comment from a certain interview. Without respecting your colleagues, they will not respect you, and without respect colleagues follow reluctantly and half-heartedly. Other points raised include that the leader is visionary, dynamic, and above all a good listener and communicator.
What Makes Someone A Great Leader?
All these features are supported but also advanced in academic literature. Goffey and Jones (2004) insist that good leadership must be built on knowing one’s own shortcomings. If others see that you accept that you are not perfect, they will accept you more and feel like you are no different from them. Humility is very important in this respect, not only regarding flaws but a selfless attitude towards the group’s decisions and goals. Leaders are also considered role models for how employees behave in the workplace (Evolve n.d). Leaders shape the workplace and the situations they lead, not only through their decisions but through their behavior, making it a very important leadership trait. Rickets (2009), lists the characteristics of effective leadership, including:
The academic articles do not reject the public opinion gathered by the interviewees, but the concepts that the public described. Having a selfless character who considers the leader’s role as a representative, a motivator and a visionary who excels in communication is what the group agrees makes a good leader, in light of academic understanding and public opinion.
During the investigation, a number of responses regarding poor leadership were also discovered. Many interview participants emphasized that poor leaders usually create negative environments that contribute to conflicts where employees feel stressed and insecure. In these negative environments, leaders typically misdirect, rarely listen to subordinates’ opinions, and abuse their power to intimidate co-workers instead of building trust for future work. Leaders provide an important role model for employees (Evolve, n.d) and by creating a negative environment, employees will lack motivation and inspiration to work fit. One of the interviewed participants gave this example and stated that employees would be reluctant to speak up or seek advice from their leaders as a result of the negative work environment.
The participants interviewed offered additional insights into the leadership of the poor. One interview highlighted the tendency of poor leaders to micromanage, tightly controlling every task undertaken by employees which leads to an impossible use of time and resources, which inadvertently creates tension between the employees and the leader (Chambers, 2004). He also stated that poor leaders are inflexible and unwilling to compromise with their employees by exploring different ways to achieve their goals. Finally, interviewees also described poor leaders as generally ineffective team players and tend to be self-centered in achieving their goals. The interviewees argued that self-centered leaders often communicate poorly and strive only to achieve their personal goals, completely ignoring the demands of their work and the needs of their employees.
What Makes A Leader?
The collected perspectives on the nature of poor leadership compare favorably with contemporary academic literature on the subject. Barrett (N.d) for example, emphasizes that managers who do not respect employees create an environment where employees will greatly dislike their leaders, making it very difficult to achieve their goals. This view shows the point of view given by many participants interviewed. Shulstad (2009) also supports the perspective of the interview participants by stating that ineffective leaders communicate poorly and tend to think for themselves, leading to uncertainty and poor internal relationships, which will greatly affect organizational performance.
Leadership is characterized by a diverse set of attributes, traits and characteristics that can be broadly categorized into “good” and “bad”. Over the past week we have compiled a series of information on leadership from both academic and informal perspectives. They found consistency between the informal opinion and the academic investigation and a clear distinction between the two categories of leadership both as a theoretical concept and as a practical management tool. People in leadership positions seem to become immediate role models for those they lead. They develop a different view of each category of leaders. We have also established the broad environments in which leadership can operate, whether it is in war, a business conference or a basketball game, the impact of leadership is important and can be the difference between a good outcome and a bad one.
He showed that a good leader is one who has the ability to delegate, knowledge of his own shortcomings, a selfless attitude towards the goals of the group and shows a confident personality, empathy, respect and vision as well as competence. learn from their mistakes. This opinion was obtained from informal interviews and supplemented by the academic literature. Bad leadership
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