Part One
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Business Organizations demand true leadership techniques to flourish in an increasingly uncertain global market. While numerous classic leadership techniques may be useful across diverse business organizational systems, one major critique of these attribute and style techniques is that they fail to take contextual considerations into account. As a result, I feel that contingency theories that consider both human and situational elements are crucial in modern global society.
Contemporary organization management necessitates a wide range of abilities and perspectives, but leadership is about everyone (Halaychik, 2016). It goes beyond the traditional type of central command structure. It is about how people can lead better professional and personal lives, relating with individuals around them more effectively to give them possibilities for growth and development. Good leaders are those who make a difference. They can construct and present an appealing vision of how and why the future will look like for the company, society, and each member. Good leaders are those who create plans and tactics that are related to creativity. The contingency theory best provides a proper and well-informed approach to modern business management. Good leaders must employ the approaches described within the model.
The theory has several aspects that best describe effective leadership. Contingency theories of leadership differ in their assessment of how much a person’s favored orientation influences their capacity to lead effectively. According to contingency theory, a leader’s choice has a crucial impact on his or her capacity to succeed in several settings. According to the hypothesis, leaders who favor a human-orientation method will perform best in favorable settings, whereas task-orientation management will perform best in adverse situations (Russell, 2011). The theory seeks to strike a balance between the relevance of a leader’s desire and the impact of situational conditions. This leadership approach is more concerned with situational conditions than a person’s chosen orientation. To be effective, managers must be adaptable in their leadership style, focusing more on the intelligence level of employees as it pertains to their capacity and willingness to complete duties. Managers should know their members’ skill and motivation levels to choose the best management style.
In this approach, a manager’s preference for the task and people orientation is irrelevant because they must be able to move between the two to react to the team’s mental maturity levels (Russell, 2011). When a leader assembles the right team, it is always right to unleash them loose and be free to work to their best level. Great teams are fearless of making mistakes. The leader must pick them up whenever they fall, learn from them too, and then improve. As a leader, one must ask themselves if they are empowering their employees. Leaders must never lose sight of the primary goal. Whatever counts is the team’s recognition, and one should devote most of their effort to it (CHIRIMBU, 2014). The theory focuses entirely on the circumstances at hand to prescribe an acceptable management style. The model is intended to determine the level of teamwork necessary to choose by examining decision quality, data and information accessibility, and the probability of decision adoption. Individuals are prompted to employ an autocratic, collaborative, or group-based management approach as they respond to questions. The approach disregards a leader’s preferred orientation and only analyzes the abilities and desires of members if they are critical to a good conclusion.
Part Two
Leadership requires guiding others to achieve the desired set of results. As a manager or a leader, one must include several abilities and concepts to ensure that the overall management approach is comprehensive and delivers the intended results. Many scholars and authors, nevertheless, fail to explain essential ideas that are a prerequisite for effective leadership and management when articulating what makes a strong manager or leader. After reading “What Makes a Great Leader” and viewing the Nobel lecture, two features showing Wangari Maathai’s leadership prowess will be recognized and defined as presented in this essay.
Spearheading change and developing managers [leaders], and creating opportunities are the two characteristics that best demonstrate Wangari Maathai’s leadership capabilities. These characteristics are nicely reflected in her speech. Wangari Maathai’s presentation, in my opinion, displayed nearly all of the aspects of leadership as outlined in the article “What Makes a Great Leader,” except for developing a celebration or reward system for the employees (Maathai, 2004). The capacity to adapt to changing business situations is always a sign of strong management and leadership. Ensuring the followers are rewarded for the proper behaviors is key to ensuring that people are motivated and ready to give their all. Learning and being passionate about new experiences are characteristics of good organizations. It is up to the leader to generate that enthusiasm.
Additionally, leaders are never born. They are created. An individual is responsible for making one (Halaychik, 2016). They must put their workers in leadership positions, whether for a new initiative, everyday work, or just a concept. Leaders must find ways to take the lead. The abilities they acquire will benefit the entire organization immensely.
Furthermore, Maathai’s entire speech was focused on work completed, empowering people in the society, and success attained. However, she failed to highlight the pleasant and cheerful times of celebration that generate motivation and a good working atmosphere (Maathai, 2004). It is important for employees and people, in general, to be given time to celebrate whenever it is called for. It greatly boosts their morale hence increasing both individual and collective production capacities. Even though Wangari Maathai must have guaranteed commemoration activities during her job, a lecture on the subject would have contributed great leadership encouragement for the public through festivities. Celebration may have been incorporated into her lecture when she displayed her success aspect of her, as well as team, work as it could illustrate that the entire culture and self-help organizations were also engaged in frequent festivals to keep their minds busy and motivated (BlueSteps, 2021). A reward program is usually an excellent method to motivate and inspire individuals.
Finally, Wangari Maathai displayed exceptional leadership qualities in uplifting, inspiring, and providing her followers with a mission to live a life of dignity and independence while keeping their heads held high. Maathai’s activities truly deserved the Nobel Prize, and her contributions to environmental sustainability were commendable. Throughout the whole period, Maathai ensured that everybody in the society was engaged and that they followed a well-defined procedure with excellent channels of communication. Countless lives have been transformed due to environmental rejuvenation, and they have been inspired to live with decency and honesty (Russell, 2011). Furthermore, she set a beautiful example of selflessness and leadership when she declared herself as the only channel to take the medal on behalf of the individuals who collaborated to reach their overall sustainability goal.
Part Three
Leadership and management are viewed as a collection of leadership practices. On the one hand, leaders rely on the widest use of their powers and concentrate their attention on giving instructions and taking action to complete tasks. At the same time, the commander pays close attention to followers by allowing them greater participation and decision-making inside a given framework (Sferra & Paddock, 1980). Management is a personality quality that enables an individual to achieve an objective with the assistance of human helpers without using force or causing harm to the group members. A person’s tendency to lead and motivate others shapes the core of leadership. Leadership has been viewed differently over time, and studies have assisted in identifying the key types of distinct leadership approaches based on the conduct of global leaders. The key leadership approaches that stand out include Autocratic, Bureaucratic, and Charismatic leadership.
After researching leadership approaches and conducting a self-assessment of my leadership behavior, I discovered that I have a combination of democratic and transformational management approaches, where I tend to favor working in groups with similar weights of everybody’s judgment and, at the same time, chose to have a good association with the group to create a goal-achieving atmosphere. A Leadership approach is described as the strategy and attitude to delivering guidance, addressing resolution protocol, and inspiring others. A great manager or leader is not only knowledgeable of the many leadership approaches but also blends and matches them to influence people around in the right manner and reach the intended objectives. Training, as well as experience in the field, can help to create and adapt various leadership styles.
From the three methods of leadership highlighted above, I prefer to use the charismatic leadership approach. Charismatic leadership is an approach that motivates others by combining elegance, interpersonal connections, and compelling communication. Charismatic leaders or managers can inspire and encourage their teams by delving into their followers’ emotions and instilling a sense of trust, enthusiasm, and reason greater than oneself. Many managers are charismatic in some manner; individuals desire to follow the manager as an individual, not merely for the corporate aim they embody. This leadership approach, on the other hand, is a charismatic leadership approach that depends on several charismatic traits to elicit desired behaviors, impact growth in people and the firm, and generate particular outcomes. Charismatic leader loves to operate in emergencies founded on ideals that cognitively and mentally inspire their followers, displaying great confidence in themselves and their followers. This leader is also made up of various traits, many of which complement one another and can be used at different times and contexts.
A charismatic leaders can accurately explain job responsibilities and objectives to their group and everybody around them. They speak honestly and professionally, conveying their precise opinions without saying too little or too much. They also allow unfettered communication among all workers, enabling them to talk openly without fear of repercussions. Leaders must use care and sympathy by enabling their workers to talk freely. They are receptive to their workers’ problems and desires and want to know how they feel. As a result, they are well-liked by their staff as a good listener and friend. The concept of charisma is frequently associated with confidence and conviction.
There are numerous factors to having confidence in the business sector. Good posture and individual appearance project a confident picture. A leader that tackles problems, such as a huge project, with strong certainty that they and their group will be able to complete it demonstrates confidence(Russell, 2011). Whenever problems or concerns develop, a charismatic leader can boldly take control, give commands, and effectively convey their desires and the desired conclusion. The essential lesson for confidence is to appear and operate as if, no matter what else happens, everything will turn out well. Charismatic leadership differs from other leadership approaches, such as laissez-faire or autocratic, by emphasizing interpersonal relationships and how the leader engages with those they represent.
References
- BlueSteps. (2021). What Makes a Great Leader? 12 Key Elements of Leadership Success. BlueSteps. https://www.bluesteps.com/blog/what-makes-great-leader-12-key-elements-leadership-success.
- Chirimbu, S. (2014). Challenges of leadership in modern organizations: knowledge, vision, values. Spiru Haret University. https://doi.org/10.26458/1434
- Halaychik, C. (2016). Chapter 1: Leadership Theories. In Lessons In Library Leadership, 1-56. https://doi.org/10.1016/b978-0-08-100565-1.00001-7
- Maathai, W. (2004). Nobel Lecture by Wangari Maathai (9 Minutes) [Video]. The Nobel Prize. https://www.nobelprize.org/mediaplayer/?id=867.
- Russell, E. (2011, September 8). Leadership theories and style: A transitional approach. General Douglas MacArthur Military Leadership Writing Competition. https://spaces.hightail.com/space/7Y4waBOJCL.
- Sferra, B. A., & Paddock, S.C. (1980). Leadership theories. https://spaces.hightail.com/space/bcfDjP9Nn4.