Leadership: Features and Styles
Features of a Leader
Intelligence is viewed in a variety of ways, one of the known attitudes of intelligence is provided by Triarchic Theory. According to Sternberg (1999), the Triarchic Theory indicates that there are three types of cognitive awareness that are exhibited by individual’s namely Analytic, Practical and Creative intelligence.
Other than intelligence, leaders are believed to have a heightened sense of self-confidence, which is described as being sure of their own ability and skills. Nonetheless, McCormick (2001) also narrates that in some leaders being sure of their ability to make a difference between taking a risk that most people would be discouraged. Leaders are known have are relentless desire to finish all ongoing tasks. As indicated by Judge et al., 2001) the average person is always driven by desire; however, most individuals end to wane when faced with adversity. Leaders have an almost obsessive culture when it comes to completing tasks and accomplishing goals.
The concept of leadership is held by integrity and trust. Leaders are known to have an inherent degree of integrity as well as trust regarding the work they do as well as the people around them Brower, Schoorman, and Tan (2000). As cited by Moorman and Grover (2009), integrity is a value of honesty as well as trustworthiness that is known to inspire confidence and plays a significant role in the motivation of staff.
At the outset, Uber’s former CEO Travis Kalanick was known for his instance in the application of the Top-down approach dimension of management. As narrated by Edelman (2015), Kalanick’s approach has been associated with numerous advantages that expedite the success of corporations currently operating in the open online based competitive environments. The primary reasons why the Top-down approach is associated with organizational success is that it builds a culture where the personnel is conscious of their roles as well as responsibilities (Dess and Picken, 2000). In such a case, there no uncertainty or questions regarding who should deliver what? When this approach is used to its full potential, employees are least expected to conjure up their own policies of operations or particular aspects of organizational restructuring.
Transformational leadership (TL)
Over the last three decades, Transformational leadership has been highlighted as the most studied as well as debated philosophy in the field of leadership (Diaz-Saenz, 2011). A number of published articles relating to CEO success, middle management, military and cultural leadership as well as variety of other topics such as personality as well as virtual teams have all been cited to be related to TL. The theory was first operationalized in 1978 as one of the two leadership values known as dichotomy: transformational as well as transactional leadership. Different from charismatic leadership the character of personality is a significant element of TL.
Unlike the theories stated above this philosophy is more centered on the exchanges between leaders and their followers. When leaders and followers exchange information, the leaders are able to accomplish objective while maintaining the current organization situation. According to Bass (2000), exchanges between leaders and their followers provide information of how to motivate as well as direct the behaviors of their followers in a manner that will allow the organization to attain its central objective with high efficiency and low risk.
Interpersonal networking within the healthcare work place.
When one is presented by an issue of human capital relations within a health care facility it is clear that the individuals that keep any hospital or primary health service facility running vary from medical to non-medical staff members. In order for any leader to get the best out of these individuals, it is vital they make sure the work well together considering medical issues are dynamic in nature ranging from normal appointments, to emergency cases factors that may need simple procedures to complicated surgeries to save lives. Interpersonal or casual networking practices are the best for the individuals working in a healthcare facility, as highlighted the ties formulated through this process are;
Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). New York, NY: Psychology Press.
Brower, H.H., Schoorman, F.D. and Tan, H.H., 2000. A model of relational leadership: The integration of trust and leader–member exchange. The Leadership Quarterly, 11(2), pp.227.
Dess, G.G. and Picken, J.C., 2000. Changing roles: Leadership in the 21st century. Organizational dynamics, 28(3), pp.18-19.
Diaz-Saenz, H. R. (2011). Transformational leadership. In A. Bryman, D. Collinson, K. Grint, B. Jackson & M. Uhl-Bien (Eds.), The SAGE handbook of leadership (pp. 299-310). Thousand Oaks, CA: Sage.
Edelman, B.G., 2015. Whither Uber?: Competitive Dynamics in Transportation Networks.
Judge, T.A., Bono, J.E., Ilies, R. and Gerhardt, M.W., (2002). Personality and leadership: a qualitative and quantitative review. Journal of applied psychology, 87(4), p.765.
McCormick, M.J., (2001). Self-efficacy and leadership effectiveness: Applying social cognitive theory to leadership. Journal of Leadership Studies, 8(1), pp.22-33.
Moorman, R.H. and Grover, S., 2009. Why does leader integrity matter to followers? An uncertainty management-based explanation. International Journal of Leadership Studies, 5(2), pp.102.
Sternberg, R.J., (1997). The concept of intelligence and its role in lifelong learning and success. American psychologist, 52(10), p.1030.