A511.4.3.RB - Leadership Traits

This week’s readings focused on leadership traits, skills, motivation, and effectiveness.  Throughout my life I have observed people and wondered how traits have shaped them as a leader.  Are individuals born with certain traits that make them destined to become an effective leader? Or do their skills and experiences make a person an effective leader?  I do not think it is just traits or only the skills and experiences that will measure a leader’s effectiveness.  I believe a good balance of traits, skills and experiences make up an effective leader.  Yukl even suggests based on trait research that “some traits and skills increase the likelihood that a leader will be effective, but they do not guarantee effectiveness” (Yukl, 2013, p. 137).

We all have our definition of traits, but Yukl defines a trait as “a variety of individual attributes including aspects of personality, temperament, needs, motives, and values” (Yukl, 2013, p. 136). There seems to be an almost endless amount of traits a person can possess, but some play an important role in leadership effectiveness.  These traits include: affiliation, achievement orientation, personal integrity, emotional stability and maturity, internal locus of control orientation, self-confidence, energy level and stress tolerance.  Going back to what I mentioned about a good balance, these traits contribute to making a leader effective if they can display the proper levels.  For example, high energy level and stress tolerance make a leader more effective because they can help “cope with the hectic pace, long hours, and unrelenting demands” (Yukl, 2013, p. 139).  A leader who demonstrates a high level of achievement orientation when compared to one with weak achievement orientation are more likely “to have a strong concern for task objectives; they are more willing to assume responsibility for solving task-related problems; they are more likely to take the initiative in discovering these problems and acting decisively to solve them; and they prefer solutions that involve moderate levels of risk” (Yukl, 2013, p. 145).  It is also important for an effective leader to maintain a low need for affiliation since most research has found “a negative correlation between need for affiliation and managerial effectiveness” (Yukl, 2013, p. 146). In addition to the aforementioned traits associated with leader effectiveness, I cannot forget about the ever popular “Big Five” personality model.  This model is used to simplify and broadly define human personality traits.   The Big Five include surgency, conscientiousness, agreeableness, adjustment, and intellectance.  

I know there is always room for improvement in being a better leader because leadership is not static.  However, I possess some valuable traits, skills, and competencies in being an effective leader that help improve my value to my organization.  Regarding my competencies, I have learned that I demonstrate some emotional intelligence skills such as empathy, self-regulation, and emotional self-awareness.  These skills are especially helpful in stressful situations and thinking before I speak.  I always ask myself “How will my response directly and indirectly affect those around me?” before responding to a situation.  I also exhibit social intelligence by being adaptable and understanding not every situation requires the same response, regardless of how similar the situation may be to a previous experience.  I have also learned I display high levels of conscientiousness and agreeableness according to the Big Five model.  This is advantageous to my organization because I am dependable, maintain personal integrity, have a need for achievement, optimistic, and helpful.  I also realize in being agreeable, so I have a relatively high need for affiliation.  However, through experiences and self-recognition, I have learned how to control this need.   Some contingency theories and situational variables can also assist in improving my value to my organization.  I believe the path-goal theory is very effective because the leader can positively influence subordinates’ satisfaction and performance through participative and achievement-oriented leadership (Yukl, 2013).  Furthermore, I think it is inevitable that a leader will have to deal with situational variables.  As long as the leader can recognize these variables and understand that they most of these variable are out of their control, they will be successful.  

References:

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall

A511.3.3.RB - Power and Influence

Power and influence are concepts that are exhibited at some point of any relationship.  “Power involves the capacity of one party (the “agent”) to influence another party (the “target”)” (Yukl, 2013, p. 186).  Legitimate power, reward power, coercive power, referent power, expert power, and ecological power are all examples of power sources.  It is important for a leader to understand how to use these different power sources.  For example, when exercising legitimate power, a leader should make polite and clear requests, explain the reason for the request, follow proper channels, and insist on compliance if necessary. 

Power is not something that remains fixed and is constantly being gained and lost because of changing conditions, individual actions, and coalitions (Yukl, 2013).  The continuous acquisition and loss of power can be explained by the social exchange theory, strategic contingencies theory, and institutionalization of power.  It is also important for leaders to find the proper mix of power to be effective because too much or too little power can prove to be counterproductive. 

The influence process can be described as “the motives and perceptions of the target person in relation to the actions of the agent and the context in which the interaction occurs” (Yukl, 2013, p. 186). The three different influence processes include instrumental compliance, internalization, and personal identification.  The three influence tactics used to “influence the attitudes and behavior of another person” (Yukl, 2013, p. 186) are impression management, political, and proactive. Proactive influence tactics organizations use include rational persuasion, apprising, inspirational appeals, consultation, collaboration, ingratiation, personal appeals, exchange, coalition tactics, legitimating tactics, and pressure (Yukl, 2013). 

I work for the government in my current profession and despite not having any subordinates; I have different sources of power.  For example, I use expert power every day because of my knowledge and skill.  I train employees on a routine basis on how to follow certain procedures within the organization.  If an employee has a problem or a question, they contact me for assistance.  I also possess information power because I act as a liaison between my organization and another organization.  I am the link between the organizations and if I do not communicate information between them, it will not be communicated.  These sources of power allow me to lead employees by using techniques to facilitate success.  For example, when employees complete required tasks to maintain organizational compliance, I recognize their success by contacting their supervisors.  My expert power demonstrates how my ability to lead is important because “it is essential for leaders to develop and maintain a reputation for technical expertise and strong credibility” (Yukl, 2013, p. 191).  I have been known as the subject matter expert in my field for years and will continue to be recognized for my expertise and credibility going forward. 

References:

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall

A511.2.3.RB - Supportive Behavior

“Supportive leadership includes a wide variety of behaviors that show consideration, acceptance, and concern for the needs and feelings of other people” (Yukl, 2013, p. 63).  I never performed any research on supportive leadership prior to this course (MSLD 511 - Organizational Leadership).  However, upon reading the textbook, I realized I demonstrated many supportive leadership behaviors.   Supportive leadership is what comes naturally to me, so it is the style that I have exhibited and honed throughout my years of supervising.  I am definitely an advocate of this leadership style because I know from experience it can produce results. 

 

There are many reasons supportive leadership is so advantageous. For example, it can build and maintain effective interpersonal relationships, increase friendship and loyalty, form emotional ties which can form support and cooperation amongst employees, improve job satisfaction, reduce work related stress, and potentially increase subordinate performance (Yukl, 2013).  There are also some guidelines to assist in achieving a supportive leadership style which include:

• Show acceptance and positive regard 
• Provide sympathy and support when the person is anxious or upset 
• Bolster the person’s self-esteem and confidence 
• Be willing to help with personal problems

Another aspect of supportive leadership is recognizing through “giving praise and showing appreciation to others for effective performance, significant achievements, and important contributions to the organization” (Yukl, 2013, p. 68).  I am a big fan of recognizing the accomplishments of not only subordinates, but also my peers because I believe this builds confidence and fosters a stronger team environment.   In my current position I do not have any subordinates, yet I am responsible for assisting them in meeting certain metrics.  If they do not meet these metrics it reflects poorly on me.  So when they meet metric criteria, I praise them and show my appreciation.  I believe this helps them actually want to continue to meet criteria vs. them not being appreciated and feel as if their efforts are a waste of time.  There are times employees fall short of meeting the metrics, however, I still commend them on their efforts and work with them on how to be successful going forward.  Recognition does not have to only be given for successful efforts because “sometimes recognition is necessary for unsuccessful efforts to perform an important activity with a low probability of success” (Yukl, 2013, p. 70).  

The thought of supportive leadership makes me think of it being conducted at the higher levels within an organization.  But upon further thought, supportive leadership should take place at all levels of an organization.  For example, employees who work side by side will perform better together if they share best practices and support each other.  Yukl suggests to encourage coaching by peers such as “assigning a competent subordinate to serve as a mentor and coach for a new employee” (Yukl, 2013, p. 67).  It is evident the supportive leadership style is an effective leadership behavior.  I truly believe supportive leadership produces loyal organizations who want to be proactive, productive, and satisfied.  I will continue to practice supportive behavior throughout my career and daily life and continue to witness the benefits.

References:

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall

A511.1.3.RB - Leadership vs. Management

In my childhood, the only thing I wanted to be great at was sports.  I loved everything about them; the exercise, the competition, the fun.  I was content coasting through everything else in life.  Of course being young and naïve, I did not realize that attitude was not good for the long term.  After I failed out of my freshman year of college because of my care free approach, I enlisted in the Air Force.  I want to say it was because I was a patriot, but the reality was I felt like I did not have many options.  The military changed me and definitely taught me responsibility and maturity.  However, it was not until I married my wife that I became inspired.  She taught me and pushed me to become a better person through many aspects of my life.  If it was not for her, I would not have finished (let alone started) my bachelor’s degree.  She has demonstrated many leadership qualities such as selflessness, direction, and being proactive.  She has also always supported me and given me confidence that I have what it takes to be a great leader.

I never believed I was a natural born leader.  Throughout my life I have been led and I have been managed.  I have experienced the difference between the two.  I have led others, but despite knowing the advantages of leading, there have been times in which I managed.  Leadership is not something that comes natural to a lot of people.  In fact, there have been many times I have been in a leadership position and I was downright uncomfortable.  But I think that uncomfortable feeling was me learning and growing as a leader.  Leadership is not something that one can become an expert just by reading a book.  I even believe that some people are incapable at being an effective leader because some leadership traits and qualities simply cannot be taught.  However, that doesn’t mean someone trying to be a more effective leader should not attempt to learn because leadership is definitely not a one size fits all application.

    

Simon Sinek (2009) stated, “We follow those who lead because we want to, not because we have to”.  I believe this statement to hold true when comparing leading to managing.  When people follow a leader, they are following because they want to.  When people follow a manager, they are following because they have to.  True leaders inspire those around them, whereas managers direct those around them.  I really like the way www.changingminds.org captures the differences between leaders and managers below:

Subject	Leader	Manager
Essence	Change	Stability
Focus	Leading people	Managing work
Have	Followers	Subordinates
Horizon	Long-term	Short-term
Seeks	Vision	Objectives
Approach	Sets direction	Plans detail
Decision	Facilitates	Makes
Power	Personal charisma	Formal authority
Appeal to	Heart	Head
Energy	Passion	Control
Culture	Shapes	Enacts
Dynamic	Proactive	Reactive
Persuasion	Sell	Tell
Style	Transformational	Transactional
Exchange	Excitement for work	Money for work
Likes	Striving	Action
Wants	Achievement	Results
Risk	Takes	Minimizes
Rules	Breaks	Makes
Conflict	Uses	Avoids
Direction	New roads	Existing roads
Truth	Seeks	Establishes
Concern	What is right	Being right
Credit	Gives	Takes
Blame	Takes	Blames

There is a distinction between leading and managing, but the lines tend to blur depending on who is interpreting.  There is no question that successful organizations need leaders and managers.  However, I think it is a matter of finding the right balance between the two for a successful formula.  "Both roles are necessary, but problems can occur if an appropriate balance is not maintained" (Yukl, 2013, p. 6).  Leaders and managers both have their place in organizations.  I agree with Yukl that "defining managing and leading as distinct roles, processes, or relationships may obscure more than it reveals if it encourages simplistic theories about effective leadership" (Yukl, 2013, p. 6). 

References:

Leadership vs. Management.  Retrieved July 6, 2015, from: http://changingminds.org/disciplines/leadership/articles/manager_leader.htm

Sinek, S. (2009) How Great Leaders Inspire Action. TEDxPuget Sound.  Retrieved July 6, 2015, from: http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall