Category: Leader

Hooper and Potter (2000) have defined the leadership of change as “developing a vision for the future, crafting strategies to bring that vision into reality and that everybody in the organization is mobilizing their energies towards the same goal”. (Hooper and Potter 2000) Strategic leaders such as Jorgen Vig Knudstorp CEO of Lego are needed to introduce change into an organization successfully. (Gill 2003; O’Connell 2009) For a chance to be effective the strategic leaders should be able to anticipate, challenge, learn, align, make decisions, and interpret. (Schoemaker et al.2013) I will examine the strategic leadership and the leadership of change in Lego.

To start with the strategic leader should have the ability to anticipate. The leader should communicate with their stakeholders, conduct market research, and use scenario planning. Most companies fail to identify opportunities and threats. Lego management failed to foresee the digital gaming and toy revolution. In contrast, leaders monitor their environment for any indications of change.

Secondly, strategic leaders challenge their own, and others believe and support different views points. Leaders carefully examine the problem before acting. (Schoemaker et al.2013) Consider Knudstorp who faced the challenge of the organization’s deficit. He did not want to take a slash and burn approach. Knudstorp consulted with the adult fans of Lego and colleagues at the Massachusetts Institute of Technology. This allowed him to identify that Lego was not being true to itself. Knudstorp then took decisive action by cutting costs and implementing a back-to-basics simplicity.

As was previously stated learning is important for strategic leaders. (Schoemaker et al.2013) Under the Knudstorp rescue plan, Lego outsourced to Flextronics to save costs. This was seen to be a mistake as Flextronics could not cope. In this case, Knudstorp learned by doing. (Larsen and Pederson 2004) Also, Knudstorp created a learning environment in Lego. The future labs allowed for cheap mistakes and a huge amount of learning.

As well as that, strategic leaders must be skillful at alignment this is identifying a mutual ground and succeeding support among stakeholders who have different opinions. (Schoemaker et al.2013) Kjeld a former CEO of Lego tried to expand the business, he introduced a new management style. Unfortunately, senior management did not support the decision. As a result of Kjeld’s failure to align, several of the senior managers left the organization. Furthermore, Knudstorp has improved the organization’s ability to align as he created good relations with employees, fans, and suppliers.

Additionally, strategic leaders need to be good at decision-making. Strategic thinkers require multiple options and consider short- and long-term goals. (Schoemaker et al.2013). Knudstorp avoided binary decisions as he stated that “There is no single answer to anything anymore”. Also, the CEO suggested that the second stage of Lego’s recovery was a time of paradoxical thinking.

Furthermore, strategic leaders can interpret. They can identify patterns, pursue new visions, and shove through uncertainty. (Schoemaker et al.2013) Knudstorp appointed anthro-teams to observe customers and hear their stories. It was interpreted that the Lego brick is a medium for consumers rather than a toy. Therefore, Knudstorp thought that the organization might get higher sales if it focused on Lego’s core product (Lego brick) as opposed to new systems. His ability to connect the dots leads to a return in profitability for the company.

As a final point, change models can be used to guide or manage change or to distinguish what went wrong in the company. (Ryan 2020) The Kotter model can be used “at the strategic level of an organization to change its vision and subsequently transform the organization”. (Pryor et. al 2008) In 2004, to flourish and survive the leaders of Lego used the Kotter model of change as it was most suitable. They followed the eight stages of effective change in an orderly fashion. (Step 1) Lego created a sense of urgency as they announced a deficit in 2003 on their annual report. Lego built a core enterprise platform underlying the supply chain process. (Step 2) A team was assembled to influence and lead the change. (Step 3) Lego’s vision was to avoid bankruptcy. Their strategies included simplifying distribution, decreasing the amount of logistics providers, and suppliers. (Step 4) Lego communicated its vision with the big players and collaborated with the retailers. (Step 6) The group generated short-term wins as there was an 11% increase in revenue in 2006 as a result of improvements in the supply chain process. (Step 7) Lego leaders consolidated the change and made more changes as the enterprise platform was further extended with a new product lifecycle. This was essential to quickly bringing products to the market. (Step 8) Lego anchored new approaches in corporate culture therefore these changes were sustained as the enterprise platform was essential in 2016 to meet operational demands.

To conclude, strategic leaders use these skills to facilitate change within the organization. They can identify flaws in their skills and improve on them. (Schoemaker et al. 2013) The eight stages of the Kotter model remain to be under investigation as some steps are not relevant in some situations. In the case of Lego, step five empower broad-based action was not used.

In this 21st century, the life of an innovative leader clearly isn’t simple. Inside their associations, they have to lead and inspire an enhanced gathering of individuals to work crosswise over ranked limits, improve proficiency and accomplish development. At all, they face a complex and globalized condition; they need to deal with the fundamentals of government stay aware of challenges, and meet the desire of the different partners. Furthermore, inside this worldwide condition, there are numerous social contemplations leaders must face to being compelling. They should work crosswise over social limits and be close by other people who, now and again, are altogether different from them and have an extraordinary method of work finished. These are troublesome difficulties, and numerous leaders feel badly arranged to handle them. Creating leaders who can confront these difficulties is precarious to be sure. Obviously, some preparation needs and the substance can be gotten from the hierarchical system and arranged change activities. So, we have to think simply about those difficulties, and how can an organization guarantee that preparation really is intended to meet the advanced needs of a clear leader. However numerous leaders have different and difficulties that system or change activities don’t spread of the. In this topic I am going to explain some of the challenges of leadership, and how to overcome such challenges for a fruitful organization.

Leader’s challenges depend upon the different geographic locations around the globe, values, and ethics, social media, communication, advanced technology, and culture. Leaders must manage high-performing teams as well as high-performing technology and involved and authorized employees and combined teams are critical in the industry. (Schwab, 2017) Ethics that help value: inside an organization, there are many people who are from different cultures and different societies. Some people say that is right and some say that is wrong. Negative culture can create significant challenges for change. False character, distress, self-satisfaction, and inflexible ideas create a negative environment. (Rosenberg, 2008) The ways of leader’s communication have been changes due to social media. This implies correspondence expertise for leaders pushing ahead isn’t just the capacity to impart messages down from the top yet in addition to receiving messages from individuals at the base- clients, customers, representatives, and so on. In addition, a leader’s supports presently have a lot simpler tome conversing with one another and sorting out. So, if leaders neglect to turn in and react to the requirement of their workers or employees, these supporters will bring matters into their own hands. (Resler, 2012) The findings won’t just help rehearing leaders comprehend what they and others around the globe are experiencing, yet in addition, illuminate preparing and improvement activities to guarantee that formative open doors are fittingly focused on. Inquire about inspected information from 763 members of leadership advancement programs from seven different places in the world. China, Hong Kong, Egypt, India, Singapore, Spain, the United Kingdom, and the United States. Through their very own words, the huge difficulties these leaders face are generally comparable over each of the seven locations. There are mainly six challenges across the above-finding countries. Developing relevant skills such as managing time, prioritization, strategies thinking, decision making, and getting up to speed with the job to be more effective at work. The test of rousing or inspiring others to guarantee they are happy with their occupation; how to persuade a workforce to function more intelligent. The challenges of developing others, including topics around mentoring and coaching. Leading a team is another challenge, the test of group building, group advancement, and group the executives; how to ingrain pride in a group or bolster the group, how to lead an enormous group, and what to do when assuming control over another group. Managing relationships, politics, and image.

One becomes a leader by virtue of his characters, not by virtue of birth or through forces. A good leader is reflected in the working style of his employees, while a bad leader imposes himself on his employees through force. The biggest difference between a good leader and a bad leader is the former’s power rest on his team. His strength is his rank and file. He is good at mobilizing the entire workforce to work as per the company’s needs. A bad leader needs no such things. The notion of leadership should be changed, keeping into consideration the rise of science and technology and the globalization of the world economy. Earlier the leaders shouldn’t be mistaken with strongmen. The centralized system of power should be devolved along the lines. The leader should act like a consensus builder, a bridge between various groups representing various backgrounds. Instead of centralizing the power, leaders should devolve it down on their team. Our understanding of leadership itself has grown narrower and needs to be reframed. The disproportionate attention given to one face in a company is narrowing our understanding of leadership. CEO is just one of many people driving the engine of democracy. It’s important to introduce collectiveness and democracy in the operation of the company. While promoting one-man army culture in the corporate world with heavy dependence on one man, we are destroying the company ecosystem. For the business to thrive, it’s imperative that we groom leadership targeting many years to come. It’s minimum to ensure sustainable growth for the long run. I think it is more important to make leadership more participatory so ass to groom leaders grounded on the real issues and connected to various sectors and backgrounds. In a world where designers, scientists, inventors themselves are leading the organization, other team members of the company are having lesser say on people who got to lead them, decide agendas that matter to them. One man is becoming everything for the company. He is given credit for every success. He is taunted for every mistake. Such a tendency to run business with an iron fist and promote a strongman culture in the corporate could have adverse consequences to businesses in the future. A strongman might run a company and deliver success for a few years. But it will not ensure sustainability.

It has never been easier to set up a business and turns it into a billion-dollar empire. Companies Like Google, Facebook, Amazon, Apple, and YouTube that would have been unimaginable a couple of decades ago are driving the world. Every year newer companies are swarming into the market while displacing the old ones. The rags to riches tales are becoming all too familiars with the advancement of digital technology. It has been possible to retire before turning 35 and still be a billionaire. Millennial is now leading some of the world’s most influential companies. But this has also introduced cutthroat competition in the corporate world. The downfall of companies like Nokia has shown us what could happen if you fail to keep up with the world. It’s hard to set up a company, harder to turn into an empire, and hardest to hold it. In each and every step he/she takes, a leader should demonstrate the ability to inspire the ones he leads and generates maximum from them irrespective of their role and duties. The success or failure of companies lies in how a leader engages with his employees and grooms them so as to meet the company’s objectives.

Regardless of whether leaders dealing with a division, a group, or only a couple of workers, they have figured out how to take full advantage of their representatives by making a condition for their prosperity. Leadership is a skill for any job – not simply managers. Figure out how to turn into a progressively effective leader, improve correspondence, settle on better choices, oversee struggle and manufacture a group. Figure out how to work together more adequately as a group and get acquainted with well know group coordination effort instruments like Google Docs, Microsoft groups and that’s just the beginning. Find out key arranging basics, how to make a field-tested strategy, change administration, arrangement, finding, and testing their business thought and understanding information science. Addition bits of knowledge on setting up a culture with an arrangement for scaling, creating culturally diverse insight, and making a solid and beneficial workplace. Great business abilities are essential in any profession. Find out about the time the executives, basis leadership, open talking arrangement, construction your own image, and driving a group.

I think an effective leader must be a rousing communicator. In the event that a leader can’t convey well, supporters won’t comprehend the vision and pursue the way of their leaders. Being the lead of high performance, leaders ought to have very viable relational and relational abilities. Leaders ought to be able to lead, convince counsel, inspire, and impact others to initiate and creating IT anticipate, distinguishing outside financing sources, getting ready introductions, and enticing recommendations. The leader has different difficulties are being a visionary head and self-assurance. A visionary head must probably evaluate a circumstance, decide the best move, and find a way to accomplish the deal result. The visionary leaders must most likely think long haul and imagine potential outcomes and future. The vision should be a reasonable, distinctive picture of where it is going and how to arrive. I think having this unmistakable vision is integral to being in an administration position. Leaders should need to figure out how to utilize their wisdom and power in forming a dream and getting others to purchase it. Self-assurance is a vital normal for effective leaders. As indicated by Zaccaro and Klimoski (2001), self-confidence can contribute to the envisioning process in many ways. High fearlessness can enable leaders to build up an inventive vision that breaks with the business as usual. It can enable them to deal with troublesome difficulties related it executing such a dream. At last, when leaders show a solid feeling of certainty, they pass on a positive message to their followers about the possibility of their vision; as need, be they encourage the trust vital for fruitful vision usage. I trust individuals in administration positions need certainty about them on the off chance that they are genuinely going to lead others. They stay shellfish under strain. I feel through an administration instructional class, inspiration, and spotlight on commitment fearlessness can be raised.

Leaders must be training positive thinking and motivation. It helps to improve leadership. Leaders must be prepared for the above challenges that they should know it will appear in their life. Visualization also benefits to stand and even hold frustration, failures, and challenges. (Brown, n.d.) Scan for and center around arrangement as opposed to issues. A leader must make a rundown of the majority of the answer for the administration issues or challenges. Abstain from being judgmental at first and record whatever they could do that rings a bell. On the off chance that there are other individuals include request their supposition and, at that point continue tackling each one turn with they have resolved to be the most gainful arrangement. Communication plays a significant job in defeating difficulties in administration as well as reinforcing the bond among representatives. Leaders need to speak with their subordinates and guide them at whatever point is required. It is fundamental for the group director to stay in consistent touch with their colleagues. The solution to these issues lies in successful correspondence. Being a leader does not imply that you need to receive a Hitler-like frame of mind and be extremely severe with your subordinates. Two ways communication is necessary for any organization. In the above paragraphs, we discuss how technology is one of the main challenges of leadership. To overcome such challenges leaders must know to understand and use the proper way of technology in proper fields. Leaders need to focus on educating their clients on the value of new technology. Every people in the organization faces a technology problem so its leader’s job is to keep up with tech and help educate them.

Take the discoveries of the greatest Australian administration to consider in more than 20 years, directed by the Centre for Workplace Leadership at the University of Melbourne, The Study of Australian Leadership (SAL) found that Australian associations don’t have the correct administration or the executive’s abilities important to address difficulties of the 21st century. The pith of initiative is tied in with getting individuals to do their best work in the administration of a mutual objective. This requires leaders with an incredible mix of specialized, intrapersonal, and relational abilities. For the success of organization development and leadership, programs are most important. Such programs likewise need to adjust an emphasis on leadership with proceeded with consideration regarding the significance of the board skills (particularly leadership-related abilities, for example, relational correspondence). Local trust development and training can help maximize the transferability of context-specific leadership training to management practice by ensuring that analysis of leadership challenges and solutions keep on being solidly arranged in the executive’s critical thinking and basic leadership situation. Networking for knowledge acquisition/sharing, support, career development, and influence are closely related. Along these lines, acknowledgment of the embeddedness of information form in interpersonal organizations focuses on the significance of supporting the arrangement of solid system binds to improve learning sharing and learning.

References:

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8. Rosenberg, M. (2008, 08 19). Ways leadership affects culture and culture affects leadership. Retrieved from HR Exchange: https://www.hrexchangenetwork.com/hr-talent-management/columns/ways-leadership-affects-culture-and-culture-affect;
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10. SHONTELL, A. (2014, 11 04). The Most powerful Millennials In tech. Retrieved from business insider: https://www.businessinsider.com.au/most-powerful-millennials-under-35-in-tech-2014-11?r=US&IR=T#ben-silbermann-and-evan-sharp-co-founders-of-pinterest-1.

Leadership is a process where one individual can profoundly influence someone else or a gathering of individuals be it in an association or all in all. In an organization, leadership refers to the capacity of the supervisor or manager to initiate subordinates to work with essence. In short, it is a human instinct to tie the gatherings together and direct them towards the achievements of a specific objective. In this day and age leadership is an ability that all organizations search for prior to employing an individual. Some significant attributes of a good leader are :

1. A good leader must be able to use his interpersonal skills to influence and direct toward the achievement of an objective.
2. An individual must be smart, fully grown, enthusiastic, mindful, and genuine to be a good leader.
3. All leaders need to manage enormous gatherings of individuals so they should be agreeable to taking care of individuals.
4. A leader must be able to take sole responsibility for his entire group’s performance. Every member of the group and their actions represent the actions of their leader.
5. Leadership is unique and circumstance-bound. There is no best style of administration. Everything relies on handling the circumstances. A leader must be calm polite and sensitive while taking decisions at the same time he must also be firm and strict.
6. He must have a beguiling and profound character.
7. A leader must be able to initiate work and create confidence in his group.
8. Motivation is likewise a significant ability of a leader. A leader must be able to build morale and also create a proper working environment for his subordinates.
9. Most importantly a leader must be able to establish coordination among his team.

The multidimensional nature of leadership is often very influential. Some characteristics and qualities of a multidimensional leader are listed as under:

1. Physical appearance – A leader must have a pleasing appearance. Physique and health are very important for a good leader.
2. Vision and foresight – A good leader with his foresight and future planning along with creativity and innovation must be able to create a vision and also explain his vision to others.
3. Communicative skills – This is the basic and most necessary skill of a leader. A clear-cut method of communication and command over language helps to create a good impression on people which is very much necessary for a leader.
4. Objective – A leader must not be partial and his objectives must be well defined.
5. Knowledge of work- A leader should very precisely know the nature of the work of his subordinates because it is then he can win the trust and confidence of his subordinates.
6. Humanist -This trait to be present in a leader is essential because he deals with human beings and is in personal contact with them. He has to handle the personal problems of his subordinates with great care and attention. Therefore, treating human beings on humanitarian grounds is essential for building a congenial environment.
7. Empathy – A good leader is able to make personal and emotional relations with his people rather than a professional relationship. This empathetic thinking helps one to form a good bond.

The climate in work environments, these days, is liquid and easygoing with a quickly changing way of life and desires for representatives. A portion of the attributes of advanced work environments are adaptable labor force, synergistic endeavors, accentuation of work-life balance, changing execution files, and so on For a leader to be effective in the present climate he/she ought to have the option to adjust to the changing climate and desires for workers. A good leader ought to know about the contrast between a leader and a chief.

One of the attributes of a good leader is that he/she is self-overseeing. A leader can possibly oversee others in the event that he can oversee himself. He ought to organize his assignments unmistakably then no one but he can arrange himself with others. With regards to self-overseeing, it isn’t just about expert administration. A good leader ought to likewise realize how to deal with his feelings and sentiments and can’t let his feelings influence his choices and thinking. A good leader can deal with his pressure and work productively with a great equilibrium in expert and individual life.

A good leader should act deliberately. He should be an open-minded and groundbreaking individual who is consistently prepared to roll out an improvement when important to adjust to the changing outside climate. The extent of his choices ought not to be restricted to current circumstances but to not so distant future too. This way a good leader can make due in the ever-changing market. In a, generally speaking, sense, a good leader ought to have a dream for the future with a vital reasoning mentality.

Another quality leaders share is they are extraordinary communicators. One of the significant undertakings of a leader is to accomplish the shared objective. For that, a leader needs to arrange for everybody to cooperate to accomplish the objective. Furthermore, for that, he ought to have great relational abilities, at that point no one but he can motivate and push individuals to buckle down towards the shared objective.

A good leader ought to be capable and responsible. He should be very much aware of his choices and their effect. In the event that there is an issue because of him, at that point he should assume its liability and make an effort not to toss fault on others. He should keep a record of his choices and the following outcomes. With regards to obligation, a leader ought to have the option to oversee intricacy in light of the fact that eventually or the other multifaceted nature may emerge in the association which requests a lot of exertion from everybody in the association.

A good leader is clear in his objectives and is diligent in accomplishing them. Without constant, an association can never accomplish its drawn-out objectives. He ought to have the option to motivate innovativeness and development in others. This way he makes the association walk toward its objectives as well as help other people raise their levels and skills. A good leader puts stock in collaboration and subsequently consistently advances cooperation and solidarity. Lastly, a good leader should have enough learning agility to adapt himself to the fast-paced world. Because in this fast-changing world, agility is the most sought-after trait.

A leader must sometimes act as a friend, philosopher, guide, and family. The short job of a leader is not just limited to his office hours. A leader has to constantly remain active and think about the future of the group along with ways of bonding with everyone.

From the above qualities present in a leader, one can understand the scope of leadership and its importance for the scope of business. A leader cannot have all traits at one time. But a few of them helps in achieving effective results.

To become a successful leader, one has to analyze himself based on the above skill parameters. After taking a self-evaluation test, we can find out our strengths and weaknesses as a leader. One must then start working in the direction of improvement over his weaknesses. Even an informal feedback session and anonymous feedback session help in knowing our success as a leader. All these characteristics are necessary and significant for a good leader.

Every person develops a philosophy based on their sense of life, which is expressed through interactions and framed by our worldview. One’s philosophy is based on many factors such as politics, relationships, education, family background, and much more (Ugquozor, 2019).

A personal philosophy of leadership helps guide one’s thoughts and decisions on a daily basis. One’s personal philosophy is seen through the choices and actions he or she makes. These choices and actions are developed based on positive and negative experiences throughout his or her life. A personal philosophy is an individual’s core; the foundation for who one is and who one strives to be. Ruggero (2005) suggests that successful leaders know their personal leadership philosophy and those leaders are able to communicate their personal philosophy through their daily words and actions. An individual or leader can create objectives and set goals by writing a vision statement, mission statement, and values statement. These statements can also help an individual stay true to themselves.

Vision Statement

Since I was a child, my vision focused on my family, my faith, my education, and my career. My vision also includes kindness, empathy, and laughter. I’ve always believed that by holding this vision and values close to my heart and staying true to myself, I would go far in life and be able to reach my goals. I have to stay focused and be conscientious of my thoughts, words, and actions in order to stay true to myself and what means the most to me. I want to ensure that all of my basic worldly needs and desires are met, while also fulfilling my spiritual needs. Second, to my family, my faith has always been incredibly important, through all glories and all obstacles. Proverbs 19:21 (NIV) says, “Many are the plans in a person’s heart, but it is the Lord’s purpose that prevails.” While I have my own worldly plans for the future, I rely on my faith in the Lord the He may guide me and lead me down His path to success, or failure if that is His will. Jeremiah 29: 11 (NIV) proclaims, “For I know the plans I have for you, plans to prosper you and not to harm you, plans to give you hope and a future.” The Lord has a plan that He has already made for my life and I will continue to trust Him and pray that He guides me towards His goals and purpose for me. I am devoted to being the best version of myself; a Christ-follower, daughter, sister, friend, and co-worker.

Mission Statement

My mission is to be kind and to understand and share the feelings of others. I am a person who is extremely empathetic; thus, showing kindness in all scenarios. I offer a smile to any person I walk past. I will say hello to any person I make direct eye contact with. I offer my thanks when a person holds the door for me. I am also one to offer a listening ear to hear a person’s achievements or obstacles they are facing. I have the ability to be empathetic and understand what a person is going through. It brings me joy to be kind to others, I hope my kindness brings another person joy.

Over the course of my life, I have really struggled with identifying what my true purpose is supposed to look like. I always knew I was meant to be close with my family, but what else was my purpose? Being family-oriented could not possibly be my only purpose in life. Is God calling me to follow in my father’s footsteps and take over the family business? Am I being called to be a teacher? Am I supposed to be a doctor? I spent my teenage years confused as to which direction I was being called to follow; however, I felt that God was calling me to be a servant, even though I could not pinpoint a specific route. I knew I wanted to serve people and make a positive impact on the community I would serve. After meditation and prayer, God called me to be a public servant in the realm of Criminal Justice, a field that would test my values and help me discover God’s purpose for my life. My knack for being kind and empathetic is likely why I am drawn to criminal justice, especially in modern times. God has guided me to this profession. Now is my time to utilize my kindness and empathy to make a difference and potentially provide a new perspective in my work, all while glorifying God and his plan for me.

While I always sought God’s direction and guidance for my life’s purpose, I have also sought guidance from my family. My family has been my worldly driving force to ensure I do not stray away from the plan God has for me. From a young age, my family has instilled the importance of kindness and empathy. People have hard days and sometimes whatever they are going through can be expressed in anger or frustration. My mother has always taught me to give others grace and to be kind. Offer a smile or a simple “Hello” as those simple gestures can turn someone’s hard day into a better day. Allowing a person to vent and being an open ear is more than just listening. It’s listening to understand and grasp the other person’s feelings. I have learned that you truly cannot offer advice or help if you do not fully comprehend the other person’s feelings. There’s a saying that goes “put yourself in their shoes” and I live by this saying in all aspects of my life.

While working in the criminal justice field, I have learned the importance of kindness and being empathetic. In today’s times, the criminal justice field is a hard field to be in, especially with so many opposing sides and viewpoints. Criminal justice professionals are being torn down and their character questioned. On the other hand, civilians feel that they are not safe and worry about who the next victim of a law enforcement-involved shooting may be. Regardless of which side you take, it is crucial to society that we show kindness. As a criminal justice professional, I show kindness towards my fellow criminal justice colleagues. I also show kindness towards those fighting for justice. It does not matter which “side” you’re on, you should be kind no matter the circumstances. Additionally, empathy has become critical when discussing and handling current events. This is a lesson and talk I have had with many friends, family members, and colleagues over the past several months of Black Lives Matter (BLM) and social injustice protests. I have told every person who has come to me and expressed their disappointment and disapproval with the BLM protests the same analogy; it’s an analogy that anyone can understand, and it helps put the situation into perspective and others can be more empathetic towards the feelings of BLM protestors and supporters.

My mission in the workplace is to create an environment that is positive and understanding. No person should come to work and not feel like their circumstances and situations do not matter. An employee should feel that their supervisor and coworkers are empathetic towards their situation and grant them grace, provide support, and the feeling of security. A leader who gives empathy creates a bond with employees which encourages and sustains employees in the workplace, boosting their performance (Mayfield et al., 2019). Promoting empathy and kindness also promotes communication and interaction with other employees. These interactions can lead to building morale and developing important bonds and friendships essential to the workplace. Galatians 6:2 (NIV) proclaims, “carry each other’s burdens, and in this way, you will fulfill the law of Christ.” On Earth, we are not to carry our burdens alone. God has called us to look out for our brothers and sisters in Christ and help them carry their burdens. God has called us to love our neighbors, and support and encourage them in our life. This is the type of work environment a leader should create.

My goal is to live a life guided by God. I hope to show my kindness and empathetic heart to protect and serve. Protecting and serving may not be physical in my line of work; however, I strive to protect and serve emotionally and mentally in the workplace. This ultimately will act as a domino effect in the community. As a leader, I strive to influence those I come in contact with and show them how glorious following God’s path can be. Khoshhal and Guraya (2016) said “leadership is the vision and mission to be something more than average and a leader is one who knows the way, goes the way, and shows the way.” As a leader, I aim to show those around me that if we work together, we can achieve our goals as a team. I always strive to lead by example. I cannot expect employees to perform a certain way if I am not setting the example and performing the same actions. In order to reach our goals as a team, it’s important to have a positive work environment and it’s important that I, as a leader, take every person’s particular circumstances, concerns, and suggestions into consideration.

In today’s times, workplace communication is typical via technology, whether it be a phone call, email, text, or video chat. Electronic communication leaves room for inauthentic conversations, miscommunications, or simple misinterpretations. In-person communication allows individuals to develop stronger working relationships, engagement amongst those involved, time to address sensitive issues and allows for clear and concise communication (Australian Institute of Business, 2016). By having in-person communication, questions can be asked, and everyone can ensure the team understands the thoughts and ideas presented. Having an open line of communication encourages a positive working relationship with colleagues. If one person benefits or learns from my leadership, then I will have served God’s plan for me, leaving a legacy of a kind and empathetic leader.

Value Statement

• Treat everyone with kindness. Ephesians 4:32 (NIV) states, “be kind and compassionate to one another, forgiving each other, just as in Christ God forgave you.”
• Don’t be quick to pass judgment on others. Take the time to listen and empathize with someone before making assumptions and judgments.
• Be your true, authentic self, the person God called you to be. Be confident in the plans God has for you.
• Take responsibility for your actions. If you make a mistake, learn from it and grow to be a better employee and person.
• Respect yourself and respect others. Be honest, have integrity, and be loyal.

References

1. Australian Institute of Business. (2016). Face-to-Face Communication in the Digital Age. Australian Institute of Business.
2. Khoshhal, K.I., & Guraya, S. Y. (2016). Leaders Produce Leaders and Managers Produce Followers. Saudi Medical Journal, 37(10), 1061-1067.
3. Mayfield, M., Kock, N., Mayfield, J., Sexton, S., & De La Garza, L. (2019). Empathetic Leadership: How Leader Emotional Support and Understanding Influences Follower Performance – Ned Kock, Milton Mayfield, Jacqueline Mayfield, Shaun Sexton, Lina M. De La Garza, 2019. SAGE Journals.
4. Ruggero, E., & Haley, D. F. (2005). The leader’s compass: a personal leadership philosophy is your key to success (3rd ed.). Academy Leadership.
5. Ugwuozor, F. (2019). (PDF) Developing a Personal Philosophy of Education: A Requisite Guide to Educational Practices.

Transactional Leadership was first characterized by Max Weber, who concluded that leadership could be broken down into three distinctive characteristics: Charismatic (Transformer), Traditional (Feudal), and Bureaucratic (Transactional) (Weber 1947). Charismatic Leadership (Transformer) provides employees with the ‘basis of personal trust in the leader and his intention, consciously accept to belief in his charisma, vision, and mission’, therefore a leader practicing this style must lead by example and be respected by subordinates to be successful. Traditional Leaders believe in the legitimacy of governance in the traditional way. Personal loyalty and faithfulness of followers are dominant in this kind of leadership. This method focuses on loyalty and faithfulness to achieve its outcomes. Bureaucratic Transactional Leadership is described by Weber as being ‘the exercise of control on the basis of knowledge and maintained the understanding that employees will be rewarded for successfully completing tasks but may be punished if they do not follow certain rules or expectations.

By using Transactional Leadership in certain areas of business, for example in a sales environment organizations are able to implement aggressive targets and quotas that subordinates will actively pursue in hope of receiving a final reward, such as a bonus, salary increase, or a promotion. Leaders motivate employees with the concept of receiving rewards and this helps employees feel a sense of recognition that is not always available from other styles of leadership. James MacGregor Burns described Transactional Leadership as ‘when one person takes the initiative in making contact with others for the purpose of an exchange of valued things’ but pointed out that although Transactional Leadership can be beneficial in the short term, it can also produce an unhealthy environment for employees and argued this method of management fails to increase the aspirations of individuals. Burns also suggested that the transactional relationship can eventually become one based solely on a bargaining process and can only be sustained by maintaining and in some cases increasing the transaction process and concluded that ‘the leadership must go beyond the transactional reward punishment exchange relationship’. In addition, Bass hypothesized that ‘the role of the transformational leader in enlarging and elevating followers’ motivation, understanding, maturity, and sense of self-worth (Bass, 1997, p.130) was a far better way to lead and made for better long-term outcomes. Transformational Leadership was first theorized by Burns in 1978 as a process that followers and leaders work toward ‘raising one another to higher levels of morality and motivation.’ (Burns, 1978, p4) and when this style of leadership is combined with Transactional Leadership it can inspire employees to perform beyond their perceived capabilities.

In conclusion, Transactional Leadership has its place in an organization, especially in roles that require employees to keep highly motivated while working towards challenging targets. That said, leaders must be aware that just relying on this style of management can also produce rigid working environments for some employees and this can cultivate low morale in teams that could lead to other issues such as high turnover of staff within the business and the loss of valuable skills and resources.

Introduction

A leader is somebody who has followers. It is broadly acknowledged that leaders are not born but made. In arrange to be a good leader, one must have the experience, knowledge, commitment, persistence and importantly the expertise to arrange and work with others to attain objectives. Great leadership is developed through a never finishing process of self-study, instruction, preparing and the accumulation of significant experience (Bass&Bass,2008). Great leaders are in this way made, not born. Leadership includes a sort of responsibility aimed at accomplishing specific closes by applying the accessible assets (human and material) and guaranteeing a cohesive and coherent organization within the process. Leadership is apparently one of the most observed, yet least caught on wonders on earth (Burns, in Abbasialiya, 2010).

The objective of this study is to provide an overview of various theories of leadership and discusses the how it is applied on leadership in an organization to organize the ideas efficiently and effectively.

Theories of Leadership

There is very different opinion of leadership as there are characteristic that differentiate leaders from non-leaders. While most research nowadays has shifted from conventional characteristic or personality-based theories to a circumstance hypothesis which dictates that the circumstances hypothesis dictates that the circumstances in which authority is exercised are decided by the leadership skills and characteristics of the leader(Avolio, Walumbwa, & Weber, 2009), all contemporary theories can drop beneath one of the following three viewpoints: leadership as a process, relationship, personality, and characteristics.

A. Great Man Theory

Great man theories accept that the capacity for leadership is inalienable, that extraordinary leaders are born not made. These speculations often portray leaders as gallant, mythic and destined to rise to authority when required. The term great man was utilized since, at the time, leadership was thought of fundamentally a quality of particularly military authority (Ololube,2013).One of the early ideas of leadership ,which is still well known in certain group of people or circle, is that leadership is an innate quality. The Great Man Theory of leadership states that those leaders who are not common by their characteristics and those who are incredible in specific are born rather than made American pragmatist, Sidney Catch, help extend Carlyle’s perspective and highlighted the influence which can be made by the pivotal man vs. the event -making man (Dobbins & Platz, 1986).Based on the theory, leadership has certain features i.e. charm, enticement, commanding identity, tall degree of instinct power of judgement, boldness, insights, forcefulness and those are such types of characteristics that one possesses by their own rather than by learning through their own or by the experience. This type of extraordinary men tends to be less important and subsequently development of the organizations.(Macgregor,2003)

B. Trait Theory

It is like Great Man Theory this theory is the Trait Theory which states that leadership qualities or characteristics can be procured. Trait theories mostly analyses the traits their personality and behaviour which are common among leaders and are shared between them. It does not necessarily require to be innate. The trait theory of leadership states that some of the certain distinguishable characteristics which are special to leaders and those great leaders have those types of qualities to a few degrees. Leadership qualities may be natural, or they may be obtained through preparing and hone. Trait theories overlook around whether the characteristics of leadership either they were hereditary or gained later in life.Jenkins recognized two characteristics; new characteristics (those which are intensely subordinate upon genetics) as stature, insights, allure and those of viability characteristics (based on experience or learning), counting charisma, as principal component of leadership (Ekvall & Arvonen,1991).

C. Contingency theories

Contingency theory is also regarded as situational theory in which specific variables of environment is considered to determine the style of leadership relevant to certain situation. According to this theory, no single leadership style is fitting in all circumstances. Success depends upon a number of variables, including leadership style, qualities of adherents and situational highlights (Cherry,2012).The theories of contingency suggest that no leadership style is exact as a stand-alone as the leadership style utilize is dependent upon the components such as the quality, circumstance of the devotees or several other factors. “According to this theory, there’s no single right way to lead since the inner and outside measurements of the environment that requires the leader to adjust to that specific situation”. A contingency factor is in this way any condition in any significant environment to be considered when planning an organization or one of its elements (Naylor, 1999) In most cases, leaders don’t alter as it were the flow and environment, representatives inside the organization alter. Contingency theories of leadership center on variables related to the environment that might determine which style of leadership is best suited for a specific work situation.

D. Style Behaviour theories

Behavioral theories of leadership are classified as such since they center on the study of the behaviors of a leader. For behavioural scholars, a leader behaviour is the leading indicator of his leadership influences and as a result, is the finest determinant of his or her authority success. Like one that does not fit all heads, so also one fashion cannot be successful in all circumstances. (Yukl,1989) presented three diverse leadership styles, This behaviour-focused approach gives genuine promoting potential, as behaviours can be conditioned in a way that one can have a reaction to stimuli. Workers engaging with equitable leaders show tall degree of fulfilment, imagination and inspiration and vitality independent of the nearness or absence of the leader; keeping up superior associations with the pioneer, in terms of efficiency while, absolutist leaders primarily, focused on more noteworthy amount of yield. Laissez faire leadership was considered to be pertinent.

E. Process Leadership Theory

The leadership was bestowed on an individual who was by nature a hireling. “The hireling leader centers on desires of the adherent and helps them to end up more independent more liberated and knowledgeable”. The worker leader is additionally more concerned with the “have-nots” and recognizes them as rise to (Greenleaf, 1996). Leadership theory has moved from innate characteristics and rights, to secured characteristics and styles, to situational and relationship sorts of authority, to the work of bunches and bunch shapes and, as of presently, to the interaction of the bunch of people with an emphasis on the person and organizational work of bunches and accumulate shapes and, right presently, to the interaction of the gather of people with an emphasis on the person and organizational moral progression.(Yammarino,1999)

F. Transactional Theory

This type of leadership was portrayed where leader and their supporters affiliations were grounded upon a number of arguments between adherents and leaders (House&Shamir,1993).The transactional theory was“ based on correspondence where leaders not as it were impact adherents but are beneath their impact as well”. A few followers uncovered that transactional leadership appears inconsistent in response with their leaders” and the nature in respect to its followers ( Bass and Avolio1994) watched transactional leadership “as a sort of contingent-reward leadership that had dynamic and positive trade between leaders and followers whereby supporters were compensated or recognized for finishing concurred upon objectives” From the leader, these rewards might embroil appreciation for justifying increments, rewards, and work accomplishment.For great work, positive support may well be traded justify pay for advancements, and expanded execution coop.Transactional leadership sees administration in terms of an trade between leader supporter at its most essential this exchange includes the trade of remunerate for work.

Transactional theories, too known as management theories, center on the role of supervision, organization and group performance and the trades that take place between leaders and supporters. These theories are based on authority or a system of rewards and disciplines (Cherry, 2042).

G. Transformational Theory

Relationship theories, moreover, known as transformational theories, center on the connections shaped between pioneers and followers. In these theories, leadership is the process by which a individual locks in with others and is able to form an association that comes about in expanded inspiration and profound quality in both followers and leaders. As per Bass, transformational leader, “attempts to initiate followers to reorder their needs by rising above self-interests and endeavour for higher arrange needs”. This theory adjusts the Maslow (1954) higher arrange needs hypothesis. Transformational leadership could be a course that changes and approach targets on convictions, values and demeanours that illuminate leaders‟ hones and the capacity bring change. The transformational leaders are considered by their capability to distinguish the require for alter, pick up the understanding and commitment of others, make a vision that guides alter and insert the alter(MacGregorBums,2003). Transformational leadership, on the other hand, ‘originates within the individual values and convictions of leaders, not in an trade of commodities between pioneers and followers’ (Kuhnert & Lewis, 1987, pp. 649-650). Rather than work in one style or the other, Bass proposes that transformational leadership can increase the impacts of transactional leadership, citing Presidents Lincoln, Franklin D. Roosevelt and John F. Kennedy as cases of leaders comfortable swapping between styles (Bass & Bass, 2008).

H. Skills Theory

The skills theory of leadership emphasizes that knowledge acquired through learning and experience is an important factor which is very crucial for undertaking effective leadership practice. A strong conviction in skills theory often states that considerable effort and resources can be committed to leadership training and improvement (Wolinski, 2010).

References:

1. Abbasialiya, A. (2010). The concept of leadership Retrieved January 11, 2013. from http://expertscolumn.com/ content/ concept-leadership.
2. Bass, B., Bass, R. (2008). The Bass Handbook of Leadership, Research and Managerial Application New York: Simon & Schuster
3. Bass, B. M. (1990). Bass & Stogdill’s handbook of leadership: Theory, research & managerial applications (3rd ed.). New York: Free Press.
4. Bass, B. M., & Avolio, B. J. (1997) Full range leadership development: manual for the Multifactor Leadership Questionnaire, Mindgarden, Palo Alto, Calif
5. Dess, G. G., & Picken, J. C. (2000). Changing roles: Leadership in the 21st century. Organizational Dynamics, 29 (4), 18–33.
6. Dobbins, G. H., & Platz, S. J. (1986). Sex differences in leadership: How real are they? Academy of Management Review, I, 118-127.
7. Ekvall, G., & Arvonen, K. (1991). Change-centered leadership: An extension of the two-dimensional model. Scandinavian Journal of Management, 7, 17–26.
8. Greenleaf, R.K. (1977). Servant leadership: A journey into the nature of legitimate power & greatness. Mahwah, NJ: Paulist Press
9. House, R. J., & Shamir, B. (1993). Toward the integration of transformational, charismatic, and visionary theories. M. M. Chemers, & R. Ayman (Eds.), Leadership theory and research: Perspectives and direction, 81–107
10. McGregor, D. M. (2003). The human side of enterprise. New York: McGraw Hill.
11. Waldo, D. (2001). The enterprise of public administration. Novato, CA: Chandler & Sharp.
12. Yukl, G. (2001). Leadership in organizations. Upper Saddle River, NJ: Prentice-Hal
13. Yammarino, F. J. (1999). CEO charismatic leadership: Levels-of-management and evels-of analysis effects. Academy of Management Review, 24, 266-286 https://www.apsc.gov.au/transactional-leadership-and-transformational-leadership.

In every business around the globe, there are managers and there are leaders. Just because you are looked at as a good manager does not mean that you are a good leader. In the following essay, I will discuss the difference between a manager and a leader. Is it bad for a leader to be overly charismatic? I will discuss charisma in transformational leadership and the action that leaders can take in order to be ethical. I will also discuss how control is difficult within a manager’s everyday function.

Leadership and management are often mistaken as being the same, but they are very different (Next Generation, n.d.). When someone leads, they have people that follow them. On the other hand, managers have people that work for them. For example, my director at work is a leader. When he walks into a meeting the whole character of everyone changes. Everyone is sitting up straight in their chairs and very alert to what he has to say. He is very effective in how he leads our organization due to his straightforward attitude and fairness to everyone on our team.

Charisma and transformational leadership go hand in hand. Being a charismatic leader gives a clear sense of purpose or vision that moves followers and energizes them (Kenny Borgas, PhDc, NCSP. 2014). Charisma plays a very important role in transformational leadership. I believe that a person cannot be a transformational leader if they are not overly charismatic. By not having the charismatic trait, I believe that a person would not show a lot of confidence which in return would have their followers doubting their leadership ability. To make sure that a person’s leadership is ethical there are certain steps that need to be taken. Leadership should adjust their style of management to go in line with organizational policies. They should also encourage creativity so challenges and risks can be handled in a professional manner. Motivation is very important which will inspire your team to achieve their organizational goals. The last step is the one that I believe is the most important and that is moral values. Don’t be fake and treat others like you want to be treated by showing them honesty which in the end will inspire your followers.

One of the more difficult functions of management is controlling. From my experience, I have a hard time with this function in finding ways to control without having the employees resist. My employees sometimes look at me as controlling and in return, they feel that it reduces their freedom. Another problem I have with control is corrective action. I must be very careful in how I approach my employees so that the trust that I have gained will not be lost. Monitoring performance is a key step that needs to happen in order to have a successful team. I am constantly looking for new ways to achieve this and at the same time be fair to my team.

Even though managers and leaders are different, treating their workers or followers fairly should be their number one priority. By having a good charismatic approach, a leader or manager will always have a motivated and energized team. This approach along with having successful control of their team, will help in achieving organizational goals and create a trust that will help a leader or manager be successful.

References

1. Next Generation. (n.d.) The Difference Between Leadership and Management. Retrieved from: https://www.nextgeneration.ie/blog/2018/03/the-difference-between-leadership-and-management
2. Kinicki, A., & Williams, B. K. (2018). Management: a practical introduction. New York, NY:
3. McGraw-Hill Education.
4. Kenny Borgas, PhDc, NCSP. (2014) Charismatic and Transformational Leadership – Is there a Difference? Retrieved from: https://www.linkedin.com/pulse/20141126205538-34426589-charismatic-and-transformational-leadership-is-there-a-difference?trk=portfolio_article-card_title

Leadership has been an ever-changing concept for me. The people that I have encountered while serving in ministry have greatly influenced my definition of leadership. I have seen my paradigm on leadership evolve as a result of their influence in my life. In this paper, I will discuss three revelations that have shaped the way I approach the idea of leadership.

In high school, my friend Mike started a community outreach ministry and put me in charge of the ministry for the homeless in downtown Toronto. I was responsible for organizing and leading sandwich runs, and he was in charge of the youth conference that was held at the end of the school year. At that stage of my leadership career, I was very task-oriented. I completed everything that was assigned to me and oftentimes went beyond what was asked of me. I created teams that made the care packages and bought the materials. I led the sandwich runs, organized the debriefing sessions, and gave basic guidelines on how to evangelize. The ministry was successful on many levels; we had hundreds of youth participate in our monthly programs, we handed out thousands of care packages, and we also had many opportunities to share the gospel.

Mike’s approach to leadership was different from mine, as he put a heavier emphasis on building relationships. On top of organizing the youth conference, he invested heavily in me and encouraged my development as a leader. His success was twofold; the conference resulted in many students coming to Christ, and his positive influence on me raised the quality of my ministry. His leadership also had a more lasting impact than mine; conferences and sandwich runs are momentary events, but I still regard him as one of the most influential people in my leadership development.

When I reflect on my time with Mike, I realize the importance of investing in people, rather than investing in enterprises. Rinehart stressed the need for leaders to have “one-another” relationships with their fellow workers (Rinehart, 1998, p 96). The call of the leader is to be an encourager, a bearer of burdens, a builder, and a teacher (Rinehart, 1998, p 97). Mike was all of these things, and as a result, I was transformed. I saw the transience of my impact and his lasting influence on my life. By investing in me, Mike was able to answer yes to the question, “Does the Lord have followers as a result of the leader’s influence?” (Rinehart, 1998, p 112).

My second revelation is summed up by the quote: “Leadership is not a position. To my knowledge, a promotion never made anyone a leader. Leadership is a fiduciary calling” (Dickens, 2008). A misconception that I had about leadership was that it required a position. I had been told that you can lead from any position, but I scoffed at that notion because the only people that said that were the people in leadership!

In my freshmen year of university, I desired to see Christians live as the salt and the light on our campus. I wanted to see Christians reading their bible, praying, evangelizing, and making a God impression on our campus. However, I thought that I could only communicate my vision if I was in a position of leadership. I ended up lusting after an executive position in my Christian fellowship, and by the grace of God, I was not given one.

At the start of my second year, I met up with a friend who talked about his desire for campus evangelism. His sharing rekindled my passions from my first year, and we decided to go and act on our passion. On the Friday of that week, the two of us went out and started sharing the gospel. That day, one girl accepted Christ as her personal Lord and Saviour. We resolved to evangelize every Friday; every week, we went out and talked to anyone that would listen to us. We started sharing our experiences with our friends, which ignited their desire to do Kingdom work. We started prayer meetings and bible studies because we realized the need for daily communal feeding. We ended up training and equipping our friends to be street evangelists, and by the end of the term, we had over ten people sharing their faith on a weekly basis. Our efforts led to God-inspired open-air worship services, and our Christian fellowship instituting daily prayer meetings and funded our outreach conferences, which allowed for hundreds of students to hear the gospel message.

Reflecting on this experience, I realize that I had crippled myself by confining leadership to a formal position. Instead of acting on my God-given vision, I waited for a position to allow me to lead. Thankfully, God used that conversation with my friend to override my thinking with His calling. Without fully realizing it, my paradigm of leadership shifted from a power-driven leadership to one that abandoned power in favor of love (Nouwen, 1989, p 82). Once that happened, I started to build God’s kingdom (Rinehart 1998, p 93), instead of patiently waiting for nothing. The lesson that I learned is that leadership is to “identify and announce the ways in which Jesus is leading” (Nouwen, 1989, p 87), and not about where I am standing when I announce it.

My third epiphany about leadership occurred when I was reflecting on the music ministry at my church. Last year, a group of youth formed a worship team with an adult youth counselor as the primary overseer. He was the classic power leader; he alone controlled the power (Rinehart, 1998). He made the youth conform to his vision of the songs, disallowing creative freedom. He was fixated on musical excellence and was pragmatic in his methods, verbally abusing the teens and then justifying it as a means to get to improve musically. He exemplified the power leader perfectly: valuing standardization, conformity, pragmatism, productivity, and centralization (Rinehart, 1998, p 36). As a result of his leadership, the teens’ zeal for music worship was snuffed out. They have complained about being burnt out, and have talked about quitting the team.

I contrast this situation with the worship team that I have led over that same time period. I have been open to my team’s feedback and suggestions during practices, and our music sets are always a cumulative effort. I trust the individuals on my team, allowing them to express their worship in a free and creative manner. I root our worship in scripture and impart the vision of our music set before we start practicing. The fruit of my leadership has been the growth of the people in my team. My bassist recently started leading a new team, and we are in the process of grooming my new bassist to be the next worship leader.

Through my church’s music ministry, I was able to see the contrasting consequences between power and servant leadership. The youth suffered as a result of being led by a powerful leader. They did not experience any encouragement or teaching, instead being subjected to criticism and discouragement on a weekly basis. Similar to how Rinehart’s friend alienated his team members (Rinehart, 1998, p 45), the adult counselor had turned the teens away from serving in the church. Meanwhile, I have adhered to the principles of empowering, encouraging, and Christ-centeredness (Rinehart, 1998, 39-40), which has led to a vibrant serving environment, and the development of new leaders. My reflection on the music ministry has allowed me to see the importance of servant leadership, and I have resolved to follow the servant leadership model (Rinehart, 1998, p 38-41) in all aspects of my life.

My leadership paradigm is the result of the many experiences that I have had serving in ministry. I have had life-changing revelations while being led, and also while leading. The three stories in this paper show how uniquely God worked to teach me His definition of leadership. He is not confined to books or reproducible events, but He is simply asking, “Whom shall I send? And who will go for us?” (Isaiah 6:8). And to those who answer, He teaches them by His Word, and empowers them by His Spirit.

References

1. Dickens, Peter. (2008). A Theology of Leadership.
2. Nouwen, Henri J. M. (1989). In the name of Jesus. New York (NY): The Crossroad Publishing Company.
3. Rinehart, Stacy T. (1998). Upside Down: The paradox of servant leadership. Colorado Springs (CO): NavPress.

Information Value Distance and Crisis Management Planning

Organizational learning during and after the crisis is well established in the management literature, but the attention to learning for crisis and the sources of information that are considered useful for the planning of crisis management has not been investigated before. This study evaluates data from 215 UK small and medium-sized enterprises (SMEs) on the perceived value of 11 information sources between planning (i.e., companies with a crisis management plan) and non-planning respondents. For planning companies, the sources of information that are considered useful are based solely on experience and when information sources become less idiosyncratic and episodic, evaluations by planning firms of their value begin to estimate the ratings of non-planning firms

The main contribution of this study is to highlight and address a notable gap in the literature on crisis management, where organizational and institutional learning has long existed after the crisis but reflects on how organizations can learn to introduce crisis management planning (and where new sources of information are important) is largely ignored. In adopting learning from a crisis perspective, this research has shown that experience information by managers of SME managers is seen as more important than generic advice information. These preferences are observed between planning companies and non-planning companies. With planning in mind, these organizations strongly favored experiential information sources as determined by the measure of RVD. The extra value-value distance to the threshold emphasizes the great distance that some sources find useful for companies planning to deal with serious interruptions and incidents. The preference of planning firms for experiential information on crisis management and business continuity planning raises questions about how SMEs can be supported both in the initial development and in the renewal of their knowledge of these planning activities so that such feedback and learning adapt their adaptability as a continuous and dynamic learning process. complexity and uncertainty are better understood.

A number of directions for future research arise from this study. These include investigating and investigating why the valued information sources for planning companies are distinguished from the less valued information sources – is it the planning act that has shifted these perceptions or other factors?

Developing Organizational Learning Capacity in Crisis Management

The impact of crises on organizations and individuals has been stronger than ever. Despite increasing recognition of the effects of crisis events, most organizations are found not adequately prepared in managing crises. The increasingly frequent occurrence of organizational crises exemplifies the need for human resource development in preparing organizations and their members for crisis situations. However, very little effort has been made in this direction. Recognizing the dynamics and interconnectedness of crisis management, organizational learning, and organizational change, this article proposes an integrated model of organizational learning for crisis management that will likely strengthen organizational capacity and resilience in coping with crises and resultant changes.

Firstly, it is important to create an organizational learning culture that not only encourages risk-taking and acceptance of failure but also incorporates the principles and practices of the learning organization, action learning, transformative learning, and critical reflection. By doing so, organizations can anticipate and prevent crises and effectively learn from crisis experiences. By cooperating with the organization leaders and management teams, HRD practitioners can play a leading role in stimulating such a stimulating organizational culture. 438 Developments in human resource development June 2008 A second implication is that HRD practitioners should benefit from HRD interventions, for example by using training or learning-based programs to build the knowledge base of crisis management among executives, managers, and stakeholders of organizations, such as preparing an organization in advance through training on crisis management, is better than making high costs in the future. Moreover, it can speed up the recovery of crisis event organizations.

The training or education programs can also help leaders to adjust their mentality and recognize the need for crisis management. Without leadership support and a stimulating cultural environment, crisis management efforts are unlikely to be effective. Moreover, although learning is a powerful process, it is not without limitations. Individual attention and the lack of strategic focus can influence the effectiveness of HRD interventions in addressing organizational problems such as crises. That is why HRD practitioners must critically adopt learning-based interventions. When organizational learning is selected as an organizational effectiveness tool, practitioners must ensure that learning is promoted at all levels and aligned with the overall strategic intent of the organization. To do this, HRD physicians must work with the leadership team and actively engage in the regular evaluation of needs and scanning environments. Although leadership is not central to this research, it has finally been developed in the literature that organizational leaders play a crucial role in crisis management; their mentality and knowledge about crises have a direct impact on the organizational level of preparedness for crises and related structures and policies. For HRD professionals who are in charge of the central mission of leadership development, it is our responsibility to improve the leadership of the organization and the organization of internal and external environments. manage the organization and individuals in turbulent times. HRD practitioners must have the right education, learning, and organizational development.

Leadership

Extracting Leadership Knowledge from Formative Experiences

Leadership-forming experiences (LFEs) are those experiences that have a major impact on leaders, resulting in learning that is relevant to their leadership. This intervention was designed to capture LFEs with bi-focal lenses of leadership research (explore the process by which leaders build and share knowledge) and development (increases participant awareness of themselves and others to shape effective leadership interventions). Senior leaders who participated in a leadership development program told LFEs in peer groups to improve their learning experience. Most LFEs took place in adulthood (76%) and identified ‘self-improvement’ (40%), ‘dealing with wrestling’ (33%), ‘personal relationship/role model’ (13%), and ‘parental/symbolic relationship’ (5%) categories sensemaking. Only 8 percent spoke about a ‘natural process’ that supported a ‘born leader’ position and 1 percent was associated with identification with a cause. Experiences that were ‘driven from the inside’ in the pursuit of self-development were more effective in extracting lessons from LFEs than where learning took place by dealing with adversity. The research details of the LFE impact are embedded in the micro-interactions of leaders in the social construction process with which they help develop

The discipline of leadership development is interested in leaders who develop accelerated methods to promote the processing and learning of formative experiences with leadership for at least three reasons: (a) to help their own leadership development, which in turn (b) helps them in their development of future generation leaders. The third reason for our interest in LFEs is to help shape our understanding of formulating experiences for use in programs that are designed to bring about change. By experimenting with the use of LFEs for reflection, interpersonal communication, and building and changing trust, leaders gain a renewed understanding of the meaning of elements from the past in their current leadership and a deeper understanding of previous experiences (Janson & McQueen, soon). By using LFEs as a platform for Leadership Discussion during leadership development, we developed a means for leaders to understand the mechanisms they work with. to attribute meaning to these experiences which in turn affects how they learn from them. Once they understand these mechanisms, they can make other past (and present) experiences more accessible to their own leadership development and that of others.

Therefore, LFEs used in this way can have the ability to accelerate leadership development by releasing more conversations with emotional valency that affect the self and others. By developing storytelling, leaders can integrate previous elements of their experience into new learning. We have performed this activity using peer discussions that represent a leader-leader (rather than leader-follower) relationship. In this context, roles become interchangeable and the position of the storyteller or that of the story listener is taken. This process facilitated the sharing of meaning in the cohorts. This provided good practices for further use of LFE competencies when participants return to their context of organization and leader followers. Another crucial finding was that only 5 out of 198 LFEs related to formal courses or leadership development workshops. What we learn as leadership development practitioners is that our participants do not necessarily know how to articulate the learning that takes place during the development intervention. If this is the case, perhaps part of the development should be spent learning to articulate what has been learned and how it can be carried out in the future with sufficient clarity and weight that it can be easily accessible. In addition, development courses can have a delayed trigger effect, resulting in a significant time shift (possibly decades) between development intervention and action based on learning. In addition, there may be a ’tilt’ impact mechanism to reach the consciousness. In other words, a one-off intervention can have a limited impact, but an ongoing and ongoing leadership development program can be more successful in shaping formative experiences, especially when it comes to building a reflective exercise.

The main conclusions of this research are that leadership-forming experiences have the potential to become more specific and more conscious learning tools. Encouraging reflection and discussion about an LFE encourage the further significance of leadership development experience. Likewise, reflecting on and discussing experiences (using the sharing of senses) can be a formative experience in itself. That is to say, the most powerful impact of such experiences lies precisely in the fact that they are ships in which meaning can be cast and transported to distant destinations with relevance in many leadership contexts. Such an interpretation can explain the reporting of participants about learning as many positive as negative experiences. As such, one of the main reasons for conveying this message is the high degree to which Leadership Learning Material may be dormant in candidate leaders and the potentially – underused – leadership development programs to use this rich material.

The Leadership Development Interface: Aligning Leaders and Organizations Toward More Effective Leadership Learning

The Problem Leadership development research and practice are consistently focused on specific methods and interventions, to the extent that our understanding of how good leadership development looks is much clearer. The problem, however, with the current thinking about leadership development and the evaluation of leadership development, is that we do not investigate to what extent the individual leader and the organization for which they work are connected and aligned. For evaluators of leadership development, this exploration is an important aspect in measuring the systemic nature of leadership development and not just the intervention. How do individual leaders navigate their personal leadership development journey and how do the organizations they work for interact with them to provide effective development opportunities and practices?

The Solution

This article claims that we must evaluate and articulate the leadership development process differently; distance from isolated methods and to an interconnected process of personal and organizational discovery and learning. When leaders and organizations activate the interconnectedness of leadership development, learning can become more reciprocal and aligned, which can lead to better development results and added value. The Leadership Development Interface Model, developed on the basis of research and literature data, offers an interconnected perspective on leadership development and investigates a ‘whole system’ vision so that both leaders and organizations can execute their development effort in a tailored and supported manner. and evaluate.

The literature that I have come across mostly consists of ways in which organizations deal with the crises that they face. Many of the Papers also talk about the ways in which leaders can help in aligning the organizations. There is a lot of literature on the way that leaders change the organization. However, for my study, I would propose to map the competencies of a leader, that can be seen in past business crises. Mapping these competencies will help us understand which competencies will help a leader successfully recover his organization from a crisis.

I propose to do a combination of secondary data analysis, mainly from the Satyam crisis but also from interviewing leaders in different industries. If the Faculty Instructor approves, I would go ahead with this. Otherwise, we could find an alternative.

Executive Summary

Transformational leadership is a style of leadership where a leader works with subordinates to identify needed change. The present study focuses on the transformational leadership among the captains in the IPL. In this study a sample of 59 respondents were selected to identify the transformational leadership style adopted by eight captains in IPL. The data were collected with the help of a well-structured questionnaire. The results of the present study denote how transformational leadership made the team achieve the success. With the results it is understood that transformational leadership is important for the organization.

Introduction

Transformational leadership is a style of leadership where a leader works with subordinates to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group.

Transformational leadership serves to enhance the motivation, morale, and job performance of followers through a variety of mechanisms; these include connecting the follower’s sense of identity and self to a project and to the collective identity of the organization; being a role model for followers in order to inspire them and to raise their interest in the project; challenging followers to take greater ownership for their work, and understanding the strengths and weaknesses of followers, allowing the leader to align followers with tasks that enhance their performance.

The concept of transformational leadership was initially introduced by James V. Downtown, the first to coin the term ‘Transformational leadership’, a concept further developed by leadership expert and presidential biographer James Macgregor Burns. According to Burns, transformational leadership can be seen when ‘leaders and followers make each other Advance to a higher level of morality and motivation.’ Through the strength of their vision and personality, transformational leaders can inspire followers to change expectations, perceptions, and motivations to work towards common goals.

Unlike in the transactional approach, it is not based on a ‘give and take’ relationship, but on the leader’s personality, traits and ability to make a change through example, articulation of an energizing vision and challenging goals.

Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community. Burns theorized that transforming and transactional leadership was mutually exclusive stylesBass (1985) [2] describes transformational leadership as a phenomenon in which leaders can stimulate and inspire followers to achieve extraordinary outcomes. As such, this theory provides a framework of behaviors that, if exhibited by leaders, can predict positive follower outcomes.

Since its inception (Burns, 1978; Bass, 1985) [3], much evidence has been produced to highlight the positive impacts of transformational leadership across a variety of domains, such as business (e.g., Avolio, Zhu, Koh, Bhatia, 2004) [4], and military (e.g., Hardy et al., 2010) [5] settings. In the organizational context, research has revealed transformational leadership enables followers to exceed expectations, and results in greater follower satisfaction and commitment to the organization (Bono & Judge, 2004) [6].

Given the positive contribution transformational leadership has provided to our understanding of leadership in the organizational context, more recently, researchers have utilized the theory to examine leadership in sport.

This research has mostly mirrored the positive findings demonstrated in the organizational setting. For example, Rowold (2006) [7] found transformational behaviors of martial arts’ coaches positively predicted individual follower outcomes such as satisfaction and extra effort. In a team sport setting, Callow, Smith, Hardy, Arthur, and Hardy (2009) [8] found transformational leader behaviors of captains to have a positive impact on task and social cohesion.

The principle method of investigating the impact of transformational leadership in sport has involved administering pencil and paper measures to players to examine the relationships between transformational behaviors and follower outcomes. However, from an applied perspective, it would also be worthwhile to explore how effective leaders display these specific transformational behaviors.In support of this, Stenling and Tafvelin (2014) [9] propose that an important issue is to identify the actual behaviors leaders engage in when they exhibit transformational leadership in order to develop interventions.

To this end, the application of qualitative methodologies would allow for richer and more elaborate representation of the theoretical construct (Sparkes & Smith, 2013) [10], and, in the case of the current research, provide more information with regards to what transformational leader behaviors actually look like in practice.

Indian Premier League (IPL)

The Indian Premier League (IPL), officially Vivo Indian Premier League for sponsorship reasons, is a professional Twenty -20 cricket league in India contested during April and May of every year by teams representing Indian cities and some states.

The league was founded by the Board of Control for Cricket in India (BCCI) in 2008, and is regarded as the brainchild of Lalit Modi, the founder and former commissioner of the league. IPL has an exclusive window in ICC Future Tours Program. The IPL is the most-attended cricket league in the world and in 2014 ranked sixth by average attendance among all sports leagues. In 2010, the IPL became the first sporting event in the world to be broadcast live on YouTube.

The brand value of IPL in 2017 was US$5.3 billion, according to Duff & Phelps. According to BCCI, the 2015 IPL season contributed ₹11.5 billion (US$182 million) to the GDP of the Indian economy. Currently, with eight teams, each team plays each other twice in a home-and-away round-robin format in the league phase.

At the conclusion of the league stage, the top four teams will qualify for the playoffs. The top two teams from the league phase will play against each other in the first Qualifying match, with the winner going straight to the IPL final and the loser getting another chance to qualify for the IPL final by playing the second Qualifying match. Meanwhile, the third and fourth place teams from league phase play against each other in an eliminator match and the winner from that match will play the loser from the first Qualifying match. The winner of the second Qualifying match will move onto the final to play the winner of the first Qualifying match in the IPL Final match, where the winner will be crowned the Indian Premier League champions.

The eight teams with their captainship IPL Team Captain

• Chennai Super Kings Mahendra Singh Dhoni
• Delhi Daredevils Gautam Gambhir
• Kings XI Punjab Ravichandran Ashwin
• Kolkata Knight Riders Dinesh Karthik
• Mumbai Indians Rohit Sharma
• Rajasthan Royals Ajinkya Rahane
• Royal Challengers Bangalore Virat Kohli
• Sunrisers Hyderabad Ken Williamson

Objectives of the study

Based on the reviews collected for the present study following were the objectives framed for the present study:

• To study the factors influencing the Transformational Leadership of captains in a cricket team.
• To compare the various Transformational Leadership factors among the selected captains in IPL 2018.
• To fix the bubble chart on the factors of Transformational Leadership for the selected captains of IPL.
• To identify the Leadership style adopted by selected captains in IPL.

V. Methodology

A. Research Design

The Research Design adopted is the present study is descriptive research design.

C. Sample Size The sample for the study includes 59 which is selected using convenience sampling method.

Analysis & findings

Factors influencing Transformational Leadership

The purpose of this present study is to gauge the usefulness of the eight captains’ transformational Leadership in predicting their followers’ individual, objectively measured performance development over time. Here, we will find out which cricket captain among the eight will be the transformational leader i.e. which captain will take people on an all-together different plane. At the same time though, few great leaders follow a path deliberately designed to make them popular. Nor do they promise easy times ahead. On the contrary, they ask for sacrifice, for ‘blood, toil, tears and sweat. The four factors are

1. Motivation
2. Team Commitment
3. Emotional Intelligence
4. Strategy

Out of 59 respondents 57.6 % respondent favorite captain in IPL is M S Dhoni and after M S Dhoni 22% respondent favorite captain is Virat Kohali and after Virat Kohali 20.3% respondent favorite captain is Rohit Sharma.

Comparison of Transformational Leadership

Captains Motivation

Team

Commitment

Emotional

Intelligence Strategy Total Total %

M S Dhoni 249 242 237 239 967 18

Virat Kohli 213 213 210 210 846 15

Gautam Gambhir 145 148 144 141 578 11

Ravichandran Ashwin 100 108 108 104 420 8

Dinesh Karthik 129 137 137 134 537 10

Rohit Sharma 205 208 203 199 815 15

Ajinkya Rahane 181 185 178 175 719 13

Ken Williamson 138 138 128 131 535 10

From the above table M S Dhoni has made his team follow his path as the average score is 18% followed by M S Dhoni Virat Kohli and Rohit Sharma both score equal 15%, after this two Ken Williamson score is 13% than after Gautam Gambhit with score of 11% than after Ajinkya Rahane and Dinesh Karthik both score equal 10% and last is Ravichandran Ashwin with score of 8%

Bubble Chart of Team Commitment and Motivation

From the above chart it is clear that M S Dhoni has got high level of Team Commitment and he is the captain who motives his team members as he Motivation level is high when compared to other captains Virat Kohali also have a high level of team commitment followed by M S Dhoni and also have high level of the motivational factor.

50

100

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250

300

0 50 100 150 200 250 300

Te

am

C

o

m

m

it

m

en

t

Motivation

M S Dhoni

Virat Kohli

Gautam Gambhir

Ravichandran Ashwin

Dinesh Karthik

Rohit Sharma

Ken williamson

Ajinkya Rahane

Bubble Chart of Strategy and Emotional Intelligence

From the above chart it is clear that M S Dhoni possess high level skill in formulating best strategy in the match when compared to other captains and he has high level of emotional intelligence. Hence he is the best leader From the results of bubble chart it is inferred that MS Dhoni the captain of CSK is the Transformational Leader. He leads his team in a positive way.

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0 50 100 150 200 250 300

St

ra

te

gy

Emotional Intelligence

M S Dhoni

Virat Kohli

Gautam Gambhir

Ravichandran Ashwin

Dinesh Karthik

Rohit Sharma

Ken Williamson

Ajinkya Rahane

Leadership style

The following are the different types of leadership styles

• Autocratic Leadership
• Democratic Leadership
• Laissez-faire Leadership

The type of leadership style adopted by the Captains of IPL 2018 is as follows MS Dhoni is a Democratic Leader since he is friendly & organizes his team neatly & has cricketing knowledge. Virat Kohli is an Autocratic Leader style because he is an aggressive captain of India. He too coordinates his team in a good manner. But he thinks the work should be done right. Rohit Sharma, Vice-captain of Indian team is also a good captain. He too comes under Democratic style. He moves with everyone in a friendly manner. Dinesh Karthik is a calm captain. But when it comes to Leadership he is good as Dhoni. He comes under Democratic style. Ravichandran Ashwin has now become the captain of Kings XI Punjab team. Being a bowler, he now leads a team successfully. He follows Laissez-faire style. He says what to do and also he leads them. Ken Williamson, the only foreign player to be the captain of IPL 2018, is a New Zealand player. He is a decent player who leads his team properly. He follows Democratic Leadership style. Ajinkya Rahane, who is cool by his character, leads his team smoothly. He follows Democratic Leadership style. Gautam Ghambir is an Indian player, but not plays often for India. But he leads his team well. He follows Laissez-faire style of Leadership. (Priyadharshini. N*1 Ragaavi. D*2 Sriram. R.M*3 Sussma. S*4 Swethaa Sri. S*5 *12345 II M.Sc (Five Year Integrated) Decision and Computing Sciences, Department of Computing, Coimbatore Institute of Technology (Government Aided Autonomous Institution), Coimbatore-641 014)

Conclusion

From the above analysis it is identified that the leader who follows democratic leadership style were able to manage the team in a better way. Further it is concluded that M S Dhoni is the best captain and he follows the transformational leadership style by creating a vision to guide the change through inspiration, motivation, team spirit and emotional intelligence.

Limitations for the study

The number of respondents is only 59 College students due to time constraint. The convenience sampling is used; therefore, the questionnaires are mainly distributing to the college student Hence, In terms of area, the result may not represent the perception of the total population.

References

1. Priyadharshini. N*1 Ragaavi. D*2 Sriram. R.M*3 Sussma. S*4 Swethaa Sri. S*5*12345 II M.Sc (Five Year Integrated) Decision and Computing Sciences, Department of Computing, Coimbatore Institute of Technology (Government Aided Autonomous Institution), Coimbatore-641 014 www.businessdictionary.com/definition/transformational leadership.html.
2. Bass, B.M. (1985). Leadership and performance beyond expectations. New York: Free Press.
3. Burns, J.M. (1978).Leadership. New York: Harper & Row.
4. Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior,25, 951 968.doi:10.1002/job.283
5. Hardy, L., Arthur, C.A., Jones, G., Shariff, A., Munnoch, K., Isaacs, I., &Allsopp, A.J. (2010). A Correlational and an Experimental Study Examining the Sub-Components of transformational leadership. Leadership Quarterly, 21, 20-32. doi:org/10.1016/j.leaqua.2009.10.002
6. Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of Applied Psychology, 89(5), 901.doi:10.1037/0021- 9010.89.5.90
7. Rowold, J. (2006). Transformational and transactional leadership in martial arts. Journal of Applied Sport Psychology, 18, 312-325. doi:10.1080/10413200600944082
8. Arthur, C.A., Woodman, T., Ong, C.W., Hardy, L., &Ntoumanis, N. (2011). The Role of Narcissism in Moderating the Relationship between Transformational Leader Behaviours and Leadership Effectiveness. Journal of Sport and Exercise Psychology 33, 3-19.
9. Stenling, A., &Tafvelin, S. (2014). Transformational leadership and well-being in sports: the mediating role of need satisfaction. Journal of Applied Sport Psychology,26(2), 182-196. doi:10.1080/10413200.2013.819392
10. Sparkes, A. C., & Smith, B. (2013). Qualitative research methods in sport, exercise and health: From process to product. London: Routledge.
11. Manrai.A.K. and L.A.Manrai (2015),”Perceptual Mapping”, The Enclopedia of Tourism, Jafari and Xiao (editors) Springer.