Samples 27 August, 12 minutes read Author: Richard Pircher. Notify me of follow-up comments by email. Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. Reference Hougaard, R. Reasons why Leadership qualities essay want to become a member if the leadership program The role of cognitive abilities for the leader. Besides, commitment is unlikely to be an innate feature; it instead comes with experience, leadership qualities essay.
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Leadership is critical to many organized activities, and managerial positions always require the person to have the ability. Nevertheless, scholars have been able to analyze many different leaders and determine the fundamental traits that allow a person to lead a team successfully. These do not necessarily correspond to the popular understanding of a leader or the type of person that tends to assume the job. With that in mind, the author has been researching literature to determine essential leadership qualities. There is a widespread perception of leaders being outspoken and assertive, but introverted people such as Bill Gates achieved massive success as managers.
Hougaard and Carter claim that the only qualities strictly required are understanding, mindfulness, selflessness, and compassion towards oneself as well as others. With these traits, a leader would be able to see the needs of his or her followers and have the strength and will leadership qualities essay address them. As a result, the entire team would operate better due to worker satisfaction and positivity. As such, leadership qualities essay, these four leadership qualities essay should be prioritized above others when choosing a leader or learning to become one. Hougaard, R, leadership qualities essay. The mind of the leader: How to lead yourself, your people, and your organization for extraordinary results. Harvard, MA: Harvard Business Review Press.
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A leader should have strong self-confidence if he lacks self-confidence, is unsure about every situation or decision then how can he expect his followers to trust him and his decision, it will lead the followers to think that their leader is not qualified and does not deserve to be one, your own followers will doubt their leader. Good communication is essential for a leader as, if he is not conveying his message correctly then it can create some significant issues; a good leader would avoid poor communication. A leader gaining the trust of his people will surely have a positive effect on the performance of his followers.
A good leader has a quality of decision making, making right decisions is very important because if the leader lacks in decision making then no matter how hard his team give their best to achieve the goals of the organization it will not matter. With good decision-making quality a leader guarantees the success of the organization. By pressurizing the team, a leader cannot anticipate a satisfactory result, a good leader makes things convenient for his followers as they all are working for a common goal. A leader ought to be an innovator, creative in what he does and risk taker, a good leader is innovative, creative and knowledgeable and with these qualities he makes sure that the organization gradually extends with time and is standing out the competitors.
Leaders have to forecast the outcomes for awareness, nobody knows what is going to happen in future and a leader must be prepared for whatever crisis or difficulty comes in his way and for that he must take risks. A leader becomes successful when he takes risk for long-term success, without risks the organization can never become better it will remain the same which is more frightening. Although we can conclude that leadership is about consideration, dedication, humbleness, keenness, togetherness and whatnot. Leader gather all the qualified individuals to work in a group to achieve common goals, leaders influence the life of others.
His level of conscientiousness is on the lower end, as he has the ability to make spontaneous decisions and is creative enough to plan battle strategies that catch the national government forces off guard. The Commandant also has relatively positive relationships with his followers and fellow officers; they are loyal to him, respect him, and never seem to be fearful of his presence. Lastly, and possibly most importantly, his neuroticism levels are extremely low; he reacts well to stress and tends to think through stressful situations without panicking or being pessimistic. In a war zone, low neuroticism makes the difference between life and death, as panicking can cause wrong decisions in times of crisis. Likewise, other leadership attributes, such as intelligence, play a vital role in effective leadership.
The Commandant has relatively high analytic intelligence in the sense that he can see connections between issues in his battalion and on the battlefield, and he can make quick decisions with little information. When attacking a bridge, they have no idea what defenses the enemy battalion have in place, so the Commandant makes a quick decision to plant bombs that distract the enemy so that his battalion can assess the group before attacking. He also has practical intelligence in the sense that he can adapt to unfamiliar situations quickly. The battle style his troops partake, including ambushing and guerrilla warfare, requires quick thinking and he must make strategic decisions on a whim when he receives new, often challenging orders from his commanding officers.
In order for leaders to motivate their followers and prompt high performance and goal achievement, they must be able to influence their followers. The Commandant holds expert power over his soldiers because he has far more knowledge surrounding battle strategies and war in general than they do; this gives him the power to influence the decisions of the group because he ultimately has more knowledge and experience in war than anyone else in the group. He also has lots of referent power due to the strong bonds between him and his soldiers; his soldiers credit him for their survival and ability to fight for what they believe in. Moreover, he takes time to know his followers personally, and he even has specially close relationships with the soldiers who suffered the roughest past, such as Agu and Strika.
Additionally, he has legitimate power in the group due to his position as commander of the battalion; this position ultimately gives him the authority to make all decisions for the group. He has some reward power, as he has control over resources such as weapons and food; this base of power plays a large role in his influence over his followers considering their circumstances of being in a poor war zone. The Commandant rarely uses the coercive power, except when bringing new soldiers into the group; if someone refuses to join the NDF and his battalion, they are labeled as an enemy and ultimately executed.
Luckily, most of the children the NDF encounters hate the national government and eagerly join to help avenge their families and communities. Similarly, he uses various influence tactics to achieve goals in his battalion. Inspirational appeals, or appeals designed to arouse enthusiasm or emotions in followers tend to be the most effective within his followers due to their reasons for joining the NDF Hughes et al,. He often brings up how the national government slaughtered innocent families and destroyed entire communities to get the soldiers pumped up before battle. Equally important to influencing followers is how leaders initiate change in organizations. Charismatic and transformational leadership play an essential role in organizational change; charismatic authority systems usually occur in rebellion to another, failing authority system.
The Commandant possesses the characteristics of a charismatic leader; he wishes to help his soldiers battle the national government and has a vision to do so, which meets the needs of the group, but he also wishes to do well in battle so that he will be promoted to a general. This charismatic leadership does not inherently make the Commandant a bad leader, as the needs of the group are still being met. Lastly, the situation plays arguably the most complex role in the leadership process. The Situational Leadership Model considers two categories, task behavior and relationship behavior, to determine how leaders should act in particular situations in regards to followers.
This helps the leader ensure that they are providing the best leadership for different types of followers Hughes et al,. The Commandant must give more guidance to new members of his battalion, as they do not yet understand the ways of war and what their roles are. When Agu first joins the battalion, the Commandant gives him more attention and assistance than he does for other followers because Agu needed to learn his place in the group. As Agu became comfortable in the NDF, the Commandant backed off and began giving him less specific instructions because he was more able to complete the tasks. The situation can also impact how effective the leadership is; if the situation and environment change drastically, but the leadership remains the same, it is likely that the leadership may no longer be effective.
When the Commandant learns that he is not being promoted to general, he takes his battalion and rebels against the NDF; his soldiers, being extremely loyal to him, follow without question. However, their food, weapons, and other resources begin to run dry without NDF support; the Commandant is hopeless and does nothing to try and help his followers. After months of these conditions, the soldiers become so dissatisfied with their needs not being met that they decide to abandon their commander and surrender to the national government. According to Manfred Kets de Vries, this falls under the detached neurotic leadership style, part of a theory regarding dysfunctional leadership.
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