The transformational leader strategizes a plan that emphasizes collective identities. To accomplish the vision the leader will build confidence and optimism, while citing core values and ideals. The leader focuses on how best to communicate that the change desired is good for all and that the followers support is crucial to success. Roueche, Baker III and Rose, (2014) propose that a leader with passion can accomplish an immense amount of achievements, if they can inject energy into their followers. The leader would need to focus on the development of a plan that allows followers to view the future and create excitement.
Leaders in the SOF environment must develop vision and direction; this is done by mapping out where you need to go to “win” as a team or an organization. Leaders must then be able to communicate that vision and direction in a clear and concise manner to their subordinates. Leaders must then be able to understand how to motivate and inspire their subordinates in order to achieve those end-states. If no one setting a vision and no one is being inspired, it can cause serious problems in the long
Quoting Willink & Babin (2015), “… leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another” (p. 274). Some of the contradictory qualities in the book I agree with the most include taking ownership while empowering subordinates, being attentive to details but not being obsessed, and being aggressive but not overbearing. According to Willink & Babin (2015), “A leader must exercise extreme ownership. Simultaneously, that leader must employ decentralized command” (p. 275). This quote underlines that as leader you must take responsibility for everything you and your men do and fail to do.
Therefore, the Regional Directors supervise the Program Directors, in which they supervise the managers and the direct care staff within the programs. Based on the mission, the values, and the work that is produced from all levels of this organization, the leadership theory that is exhibited within HH is transformational leadership. Northouse (2016) defines transformational leadership as a process that “incorporates charismatic and visionary leadership” (p. 161). All the members of the executive management staff have one common goal, and that is to help inspire staff to provide a fulfilling life to those served in the community. HH leadership is truly based on the values previously mentioned, due to these values being based on the client’s needs and the needs of the staff as well.
Transactional Leadership Frequently referred to as a managerial approach to leadership, the transactional leadership style is centered on improving efficiencies within an organization or team (McShane & Von Glinow, 2015). Leaders practicing the transactional approach focus on the details of the step by step processes and workflows using a reward and punishment system to encourage workgroup production (Dartey-Baah, 2015). As errors and inconsistent results are part of the expected norm, transactional leaders succumb to the belief that employees require ongoing monitoring and supervision to ensure compliance with the expected work practices. When used with an experienced high performing staff, the constant supervision and punitive nature of the transactional leadership style can be counterproductive, causing a decrease in production and satisfaction among some groups. In contrast, when used with newly formed production units, the transactional style has been known to improve employee engagement and response (Breevaart et al., 2014).
We see visionary leaders everywhere. For instance, in business organization, religious institutions, government, school, sports team, different levels of society and cultures. Based on the theory, Uncle Lim’s leadership style will be discussed as follows: Figure 2: Lim Goh Tong Visionary Leadership A visionary leader is very good in communicating with people. Uncle Lim understood the importance of effective communication. He knew that people can turn his goal into reality.
My basic leadership philosophy is providing the highest quality service and performance possible to everyone that I am encounter. It is a set of principles for me to guiding and controlling the performance of an organization. It is also a foundation for me to achieve my leadership goal and have strategies to accomplish my mission and values. At first, I believe that a success leadership must shape the vision and know how to turning it into reality. I believe in a strong leader that know all about control and give clear expectations to their followers.
He goes on to make clear positive connections between human capital and high impact professional learning. Servant-leaders embed the practices of self-reflection and continuous personal growth cycles into the whole of the group which will inevitably lead to developing a high degree of human capital and consequently successful professional
LEADERSHIP Introduction Depending on how various individuals perceive it, leadership is described in many ways. Leadership is “the process by which a person influences others to achieve an objective”. (Learn to be a leader.com, 2009) On the other hand ,leadership is that process in which one person sets the purpose or direction for one or more other persons and gets them to move along together with him /her, with each other in that direction with competence and full commitment. Roebuck (1999) also emphasised that, leadership should set an individual apart from the rest. She also said one does not need to be in high position (i.e.