Leadershipin the modern world has become one of the integrated positions as theimpact of a leader is evaluated as well as the ability to become thebest in different scenarios. Different leadership styles have beenadopted while when the focus turns to comparing between the styles,the focus is on the effectiveness of the leaders. This paperaddresses the attributes of an effective with regard to an article by
Thereare different approaches to leadership such as authentic and servantleadership. Both are positive leadership approaches with some commondetails with their differences coming in approach, style and theirapplication. Between the leaders, one of the authentic leaders I havepersonally known is the former chairman and CEO of general motors(GM) Ed Whitacre. Whitacre came in at a time when the GM wasbankruptcy and a year in the company’s helm, Whitacre turned thecompany’s business performance and now it’s a profitable businessgrowing in revenues (Squazzo, 2012). Through his leadership tenure,his abandoned the company’s old way of doing business and insteadengaged in decisive undertakings that changed the company’sperformance. He challenged people too much faster towards theorganization goals. He even took part in the GM ads heralding the newGM urging customers to try their products offering to return theirmoney in case they were dissatisfied.
Asan authentic leader, Whitacre was very proactive and in turn adoptedhis own style in order to fit the immediate situation. More he isalso unique in fostering innovation helping the organization discoveror create a solution to issues. Lastly, as an authentic leader, he istrue to himself in addition to being open, honest and doing the rightthing. He also possess insight and being initiative, have an impactand manifest integrity, characteristics which are well possessed byWhitacre as a leader.
Focusingon the five leadership practices, and with regard to Ed Whitacre, thetwo practices defining him from the file are ‘model the way, andinspire a shared vision’. Through his characteristics as a leader,he develops his own way through which he transforms his ideas intopractice. When Whitacre took over as the CEO of GM, he adopted hisown approach to business operations abandoning the company’s oldapproach, which in turn defines him as a way modeler he would eventake part in the company ads. On the other hand, he engaged theemployee at the GM, shared his vision with them, he would take thecenter stage of the company ads, and even promising the customers toreceive their money back if they were not satisfied (Xu et al, 2015).This, in turn, showed his devotion to shared vision as a leader ofthe GM Company.
Inthe focus on provision for an ethical framework for the organization,Whitacre acted an example and role model towards ethical practice.According to Xu et al (2015), employees usually look upon theirleaders to show them what to do. With this in mind, Whitacre is anexample leader who has achieved this by transforming his values andvision to the employees hence influencing their behavior ethically.
Leadershipcomes in different styles. Charismatic and transformational are someof the eldership styles to have been adopted by prominent andinfluential leaders in the world both within the business world andpolitical front. One of the influential and key leaders is the formerpresident of South Africa nelson Mandela who is regarded is atransformational leader. As a transformational leader, Mandela showedthe power to motivate people with a well-shared vision for the futureof the people. In addition, he also set an example to his peoplethrough reconciliation and also let the people realize they had tolive up to it (Van Knippenberg & Sitkin, 2013). Transformationalleaders are known to be inspiring, a string aspect that was possessedby Mandela as well as showing good conflict resolution skills.
Regardingthe discovery skills of innovators as identified by Dyer Gregersenand Christensen, Mandela demonstrated questioning and observing inorder to influence his people or followers. In terms of questioning,Mandela asked the question, what were the factors leading toapartheid, and how can we eliminate it. With such initiative of aquestion, he, in turn, developed active observation into strategiesand looking things differently, and finding ways on how the SouthAfricans would adapt to the political situation in South Africa (VanKnippenberg & Sitkin, 2013). This, in turn, increased hisinfluence among the people he led.
Focusingon own discovery skills, my main skills include questioning andexperimenting. Whenever am faced with any issue, one question is askmyself is what is the problem, what the causing factors, how can Inavigate or solve the problem? This, in turn, initiates multiplestrategies how to find the answers, bringing along the aspect ofexperimenting. This is whereby, after analyzing the most probablestrategy, I put into action the identified strategy towards thesolving of the problem. With regard to strengths, am very psyched attrying out new ideas. However, am not a fast and firm decision maker,hence takes a lot of time before settling to a decision.
Asa leader, mixing and managing the different generations of theemployees brings along different values expectations from each of thegroups or generation. This is due to the idea that, the differentgenerations has different attitudes, expectations, habits as well asmotivational factors. In terms of value differences, the baby boomersare expected to hold to individual choices, goal-oriented, adaptiveto changes and may show a positive attitude. For the case ofgeneration X, they show independence than older generations, whilegeneration Y, they are team-centric in addition to being technologyoriented (Wiedmer, T. (2015).
Theexistence of generation differences within an organization bringsalong the aspect of workplace diversity which leaders must face thedifferent facets of diversity today. In order to have a workingrelationship with the employees, the generational differences haveled to the adoption of integrated leadership styles bringing alongteamwork approach in order to understand each of the generationsunique perspective to work (Wiedmer, T. (2015).
Emotionalintelligence is an empirical support for the emotional intelligenceand, in turn, being the foundation of other key aspects ofleadership. The ability of leaders to understand and recognize theiremotions as a leader is a key tool towards the development ofeffective communication and understanding of diversity among theemployees in a definite workplace. In other words, the emotionalintelligence helps towards the realization and-and acceptance ofworkplace diversity. It also helps in conflict resolution not tomentioning having a social awareness.
Squazzo,J. D. (2012). Ethical Challenges and Responsibilities ofLeaders. HealthcareExecutive, 27(1),32-38.
VanKnippenberg, D., & Sitkin, S. B. (2013). A Critical Assessment ofCharismatic—Transformational Leadership Research: Back to theDrawing Board?. AcademyOf Management Annals, 7(1),1-60.
Wiedmer,T. (2015). Generations Do Differ: Best Practices in LeadingTraditionalists, Boomers, and Generations X, Y, and Z. DeltaKappa Gamma Bulletin, 82(1),51-58.
Xu,F., Caldwell, C., Glasper, K., & Guevara, L. (2015). Leadershiproles and transformative duties – preliminary research. Journalof Management Development, 34(9),1061-1072.