Running head: Leadership                                                                                                      1

leadership styles and
corresponding leadership theories  that  best align with my personal leadership
effectiveness.

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            My leadership
style at the outset of this class was authoritative and according to our text Gamble and Gamble this type of leadership
while stand alone and expectations of following orders was my style I have come
to appreciate that this type of leadership style can be detrimental to good
leadership.  There is no black and white
per say in leadership, there is always a gray area (Gamble & Gamble, 2013).
The authoritative leadership style makes decisions and directly communicates
them to others with the expectation to follow orders without question (Gamble
& Gamble, 2013).  There is no room in
this type of leadership theory for delegation and allowing those following to
exercise independent thought and make decisions in the leaders absence (Gamble
& Gamble, 2013).

            In Alina’s 2013
article it is an opinion states that leaders are multi-factor leaders in that
each situation a leader finds themselves in requires different skill sets
(Alina, 2013). In the article presented the theory of leaders and management
are discussed and it is argued that a leader is not born per say. A leader is born
with characteristics natural to leaders and other skills are taught and learned
with a good leader taking every opportunity to grow a skillset particular to
their style of leadership (Alina, 2013). 

            I have come to
realize through this educational jaunt that an authoritative style of leadership
does not foster growth, does not take diversity and welcome that theory that
states diversity represents different factors for different people.  I am leaning toward a transformational
leadership (Alina, 2013).   

 

Running head: Leadership                                                                                                      2

            Gamble and
Gamble present the leadership theory most effective is the transformational
leadership. In the Gamble text transformational leadership accomplishes several
traits: these leaders inspire motivation, is intellectually stimulating, there
is an idealized influence which in turn individualizes  consideration (Gamble & Gamble, 2013).  In other words a transformational leader
creates a nurturing environment, keeps control of a situation, creates an environment
that welcomes new ideas and is part of a team environment (Gamble and Gamble,
2013).

            When I am in a
position of leadership my style when I began this journey was very much
authoritative and demanding. Perhaps this is one of the reasons why in my past
I failed at being a leader in certain environments and have learned that not
all followers respond well to a direct authoritative leader. Perhaps there was
no give on my part that held me back from my potential. Perhaps one or two that
followed me saw me as a tyrannical person that expected directives to be followed
without question. I do realize that leading is an ongoing process and that good
leaders according to the article by Braun, Peus, Wisweiler and Frey there must
be for the Transformational leader to be successful a satisfaction of job and team
performance that creates a multilevel model of trust created, (Braun, Peus, Weisweiler,
& Frey,2013).

            In the Braun, Peus,
Weisweiler & Frey study it explores transformational leadership, cognitive
trust and collective efficacy and a correlation was found that states when
cognitive trust exists in team members, particularly between leaders and
followers there exists a fostering of development that promotes cognitive trust
among members of a team.  The impact of
transformational leadership on a team fosters growth, diversity and trust among
the members

which promotes leadership with little effort on behalf of all
members (Braun, Peus, Weisweiler,
& Frey, 2013).  

Running head: Leadership                                                                                                      3

 

Communication styles that
best align with my personal communication effectiveness.

             Personal communication effectiveness requires
active listening and direct communication. 
According to the Trucolors assessment I am rated as an Orange (True
colors, 2017). According to that assessment I am not effective in areas that
need attention.  When a true color orange
starts projects there is an intrinsic need to get what needs to be done
immediately or attention wanes and we fall to the wayside meaning we start but find
it hard to finish projects (True colors, 2017). Self-reflection is a good
characteristic when a win is involved, Organization is lacking however meaning
we love to win but wonder how we got there (True colors, 2017). There is also a
need to develop is system of accountability which orange people often lack (True
colors, 2017).

            While my
communication style was authoritative and it has not served me well I have come
to the realization that while being an orange communicator is made up of a
thinking that I make the decisions and my followers do what I have ordered
there is no inspiration in communicating in this manner.  I am now fostering better ways to communicate
in a democratic style.  When an orange
communicator takes the image of a democratic style of communicating then it is
most conducive to a team environment (True colors, 2017). 

            This is where I
identify the most as a leader. According to The democratic style of leadership
frames a problem, distributes decision making responsibilities throughout the
organization and thus communication becomes multi directional and highly
interactive (True colors, 2017).  An
article by Chou, Lin HuaChang, Chuang and Chuang recognize the need for a
leader to be transitional and actively practice democratic communication in
leadership (Chou,

Running head: Leadership                                                                                                      4

 

Lin, HuaChang, Chuang and Chuang, 2013). The correlation made is that when
a leader practices democratic communication in transitional leadership then a
team grows and individuality is fostered and new ideas are welcomed through
regulation of emotions and well being of employees are realized creating a good
working team environment (Chou, Lin, HuaChang, Chuang and Chuang, 2013).

Analyzation of leadership
and Communication Strengths and growth opportunities.

            According to
the Tru Colors assessment Orange personality types I have an inept ability to command
a leadership role, trouble shooting and fast decision making is a strong
ability, there is a need to figure out a situation and negotiation is a plus. These
are strengths that an orange personality such as myself holds important. These strengths
will get the job done in any leadership position (Trucolors, 2017), The
opportunities that come with this leadership style are extraordinary in that
they allow me the opportunity to not only grow but prove that I am an inspirational
leader that is not only dynamic but successful. 

            However, there
are those weaknesses that will drag an orange personality down personally and
professionally.  Orange leaders are more
authoritative and when an order is given expect it to be followed exactly as
laid out.  Life does not work this way.
In a perfect world when orders are given by a leader there is an expectation of
following them to the letter. This does not take into consideration different
ideas and theories, diversity and that everyone on a team brings something
different to a table. 

           The article by Chu holds that when
looking at the well-being and success of employees or a team is at stake, there
must be a moderation of the role an authoritarian type of leader.

Running head: Leadership                                                                                                      5

Employees and
followers do not compartmentalize leadership it is internalized creating a sort
of dissention in the ranks and the team falls apart (Chu, 2014). As I stated previously I have
abandoned my authoritative role in leadership as I have perceived it has not
real value when leading people. This will be my greatest opportunity for growth
and to build on my strengths (Chu, 2014).  

           In
an article by Zhu, Newman, Miao and hooke the role of mediating trust in
transformational leadership and the effects of trust between members of a team,
when leaders took a more transitional approach to leadership as far as trust is
analyzed trust makes a difference for the better not only regarding the leader but
the functionality of the team (Zhu, Newman, Miao, & Hooke, 2013). Rather
than a leader exerting authoritative and direct communication commands, when a
leader took a more transitional approach and welcomed diversity, had open
communication and included members of the team then the results were not only
effective but the well-being of the followers was as important as the results (Zhu,
Newman, Miao, & Hooke, 2013). This is and will be my greatest opportunity
for developing good leadership and effective communication.

Achieving Desirable Outcomes in my Field of
Specialization

            To achieve communication and interpersonal
effectiveness in my profession I am making

Changes to how I communicate. I am practicing
democratic communication when leading and in most situations leaving authoritative
communication behind and adopting a more transitional type of communication
through leadership. I have taken a job where ethical leadership will be a point
to regard as of the highest importance.  I
am going to be exposed to personal information of

Running head: Leadership                                                                                                      6

the general public and thus ethical leadership
will be expected.  For there to be a
proactive attempt to be an ethical leader in diversity management and welcome
effective change and overall team effectiveness and management it must be
realized that as in the Gaiter article facets of management must not be
ignored.

            For
this to happen according to the Gaiter article leaders are not born, they are developed.
They are taught how to lead (Gaiter, 2013). This myth does not account for
honing of skills, development of abilities and leaves the idea that leaders are
born to chance. Good leadership and the skills that make up a leader are minute
in the birth and major in the development. John F Kennedy stated that: “Leadership
and Learning are indispensable to each other”. Simply put as the Gaiter article
illustrates: while some have a natural ability to lead the norm for a good
leader is education and doing what needs to be done in a transitional way with
ethical decision making at its base.