Last updated: June 26, 2019
Topic: ArtDesign
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This paper relates to the impact of exemplary leadership to an organization. Leadership has been defined as the process in which an individual effectively influences others to attain aims and goals, which steers an organization in a way that it is made more coherent and cohesive in its operations and management (Conger, J. 1992). In successful organizations, leaders have exhibited exemplary leadership qualities by applying such exhibited attributed as; beliefs, values, ethics, knowledge, skill as well as character.

Albeit certain titles and your position within an organization may give you the authority to achieve and accomplish certain tasks, and goals, it does not however guarantee you the title of a leader, as it may just be that you are a boss. The difference that comes along with leadership is that, instead of “bossing” people around a good leader often makes his/her followers aspire to achieve certain set organizational objectives. In essence, good leadership promotes professionalism and a renaissance of good standards that include high quality of life, service by employees, discipline and total commitment to the organization.

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Exemplary leadership with the quality of honesty, hard work, good sense of humor, and humility exercised by servant and transformational leadership to practice in the health care area, where shortage of professional personnel, avenue, and other resources to present services to all should be a necessity. In order to make valid and have a better understanding of this leadership statement, I would analyze the learning theories, leadership follower ship as an exemplary servant leader, 360 feedback, comparison of the leadership and organizational models. There are generally three ways leadership that can explain how leaders come into existence.

The first theory known as the Trait theory suggest that some personality traits may naturally lead individuals to assume leadership roles. The second theory is the Great Events theory is that crisis or significant events propel and ordinary individual to become a leader by rising to the occasion through exemplary leadership qualities.

The third theory which is the transformational leadership theory is based on the fact that individuals can choose to be learning through the learning process.

LEARNING THEORIES OF LEADERSHIP

There are about four theories that are linked to leadership development. According to Scott A. (2007), the behaviorists theory is based on assumption that thinking and feeling have a negligible contribution toward learning as both are immeasurable quantities. The behaviorists normally concerned with present behavior and not part ones.

Additionally they believe that only aspects that can be measured should be considered significant and as such they believe in the specification of the desired results of instructions that in their terms they consider measurable before learning takes place.

The behavioral learning theorist incorporate objectives centered instruction in the process of creating opportunities for learning

Leadership theories that are based on competences of a leader often adopt this approach. Nevertheless, for one to create an enabling environment where behavior and action are measured and observed is to say the least a complex proposition. According to this theory what is being learned should be as a matter of urgency be incorporated into the system as well as any unwanted performance also is rectified immediately. Beside this repetition as well as testing should be done on a regular basis. In effect leadership programmers should adopt the approach of incorporating real time opportunities so that learners can practice and perform new behaviors.

Ultimately the basis of this theory is that of stimulus and response. This approach is mechanistic in view of learning and in my view seems cold. Feelings cum emotions form to a greater percentage our rational power for reasoning. When feelings are ignored from the learning process on the basis that it can not be measured then there portends a problem for the leader. According to Rothwell and Sredl, (1992), human beings are usually controlled and shaped by their surroundings. As such learners basically respond to stimulus developed as a result of the things that are external to them.

Cognitive

It focuses on the internal components of learning. This theory entails the aspect of human beings viewing others as part of them environment with the capacity to impact on the environment around them. In analyzing this theory, cognivists believe that experienced-centered instruction is the basis of Gestalt theory. Gestalt theory states that learning is an event that is uniquely and characteristically individual and is about discovering relation between things as well as persons. The architects of this theory subject that; instruction should majorly focus on participants having an understanding instead of a behavioral change. The essence of it is for those participating in the process to be more in tune (synchrony) with the process going on within them as well as ways of learning are the fundamental goals when a management is introducing a new model the approach it should adopt according to this theory would be that of step by step in relation to the whole concept.

In general the theorists purpose that a focus on real life problems that would have immediate importance would better assist learners in solving problems with urgency. “Unsolved problems create uncomfortable ambiguity for learners (Rothwell & Sredl 1992). In relation to leadership development, proponents of this theory suggest that developmental experiences may trigger case studies that would enable learners to wade through complex situations solving activities while challenging them to react and think in new ways. Essentially, it suggests that learning must occur only in a safe and comfortable environment that would aid participants in solving problems so as to be at a higher level and thereby create an enabling environment that is conducive to the participants. The foundation of good leadership is that of honor and selfless service to an organization by the leader. In every employee’s imagination, leadership entails all that you do that would affect the objectives and activities of an organization while catering for their interest. In essence the employees would want to follow someone they can trust, they respect and has a clear sense of direction.

Social Learning Theory

This theory states that individuals learn behavior on the basis of modeling their surrounding external environment. According to Bandura, (!997), learning could be extremely laborious, as well hazardous if people primarily relied upon t heir own actions to direct them to as such learning become a relationship that exists between the learner and his/her environment

Leadership helps participants to better their understanding of their immediate environment, as well as its effect. In view of this theory we can say that people are the products of their molding environment and as such in the process know what is and is not socially acceptable in their respective organizations. Often, in various organizations, the expressed culture may vary from the real one. Anyway, a culture that encourages honesty, communication, ethical behaviour, may not be receptive to individuals with divergent values. This theory in effect demonstrates the need for leaders to be exemplary in desired behavior. For example, when a supervisor or a senior manager promotes a particular course of action but does not him/herself exemplify it, would most likely undermine her/his effort.

In essence, the behavioral learning of an individual is a process based on the modeling of the environment as such it can either promote or be an obstacle to good leadership development initiatives based on the respective cultural context in the event that the participants resume to their initial work environment.

Transformational learning

This focuses on individuals learners’ theory proposes that learning takes place when people analytically reflect upon the surroundings and in the process learning. Due to, the intense reflections, the individuals’ thinking and view are transformed by their surrounding. The focus of this theory is that adults generally make new meaning of their individual experiences. In effect as peoples’ scope of reflections about the world widen. Thus, this theory may enable individuals to widen their self-awareness, which forms the core component of leadership development.

In the context of leadership development and organizations, self-growth and awareness are the central issues. According to Conger, (1992), personal growth programs area usually based on the consumption that leaders too are individuals with a deep touch who would do all in their capacity to satisfy them.

Transformative learning process thus, take place through intense reflection, with the individuals a transforming their thinking, view and perceptions of the world. Even though, there is no single theory that would encompass all these theories, an exemplary leadership development program as matter of significance should incorporate the views from all the theories

360 – FEEDBACK

This is an assessment that gives the healthcare services leadership the feedback about their management and leadership skills. It is an instrument that is focused on the management skills that area considered vital for health care organization so that it successfully competes with other health care provides in the dynamic health care sector. Its reliability and validity have empirically been tested and proven to work.

The points that are taken into consideration under this system when evaluating a leader would include; the vision of the leader, his/her ability in planning for the future if they have relevant skills required to manage motivate and lead other and their own drive to obtain operational and strategic goals for the organization. The end result is that the executive gets a feedback on her/his skills and how they influence building trusts with other employees, their effectiveness level and tension level within the respective organization.

LEADERSHIP AND ORGANIZATIONAL MODELS

Organizational Models

In order to shift to human services to a cognitive concept, considerable design changes must be carried out within all factors of the healthcare system. In most cases, managers effect these changes from the traditional ways of thinking that in effect undermines the whole noble process of change.

Traditional Models

Superordinate goal – this model is compatible with mission statement of the organization. While the original model was that based on “pathology and cure” (Robert B 1990), the idea of change is that based on the basic assumption of cognition and learning. The assumption in this is that in order to focus on  the full range of organization elements, classified as “structure, strategy, systems, style, skills, staff and the superordinate goals” (Robert H 1980).

There is usually an interconnectiveness of variables in this design. In theory, it suggests that it is not easy to perhaps even impossible to, effect considerable progress in one area without progressing in other sectors as well. The structure has no beginning point or implied hierarchy. As such it is not easy to fell which of the seven elements of the structure would be the driving force of the health care system.

Leadership

The models of leadership to a greater extent enable us to understand what inspires leaders to perform the way they do. There are two models:

a)      the four model approach

This states that leaders usually exhibit behaviors in one of the four frameworks that are;

Structural: in the case of an effective leadership, the leader assumes the role of an architect which focuses on the analysis and design while in an ineffective one, the leader depends on details.

They believe that learning is much more simplistic than behavioral change. As such they suggest that learners need to require new insights and ways in which to understand their environment. Furthermore, they believe that should entail opportunities for learners so as to actively participate in the process, as in the event develop ping and setting then mown objectives and activities.

Human Resource Frame Work:

In case of effective leadership the leader catalyses and becomes a servant who focuses on support, advocacy, and empowerment of employees.  In the ineffective environment, the situation is that the leader becomes a pushover, with the style of abdicating duties and that of fraud.  The effective human resource leavers believe in people and goes step further to communicate this belief.  In essence, empowers their employees, are accessible to their and involves them in decision making process, participation.  They also share information, and the decision making process is entrenched down into the organization.

Political framework

In the situation of an effective leader the situation becomes that of advocacy, which focuses on coalition building.  While in the case of an effective leader, the business is that of and hustling and manipulation. The political leader is clear about their intentions and how to achieve them.  In addition they make assessment of power distribution and interests.  They often build linkages to other stakeholders in the organization, then use persuasion first before, embarking on regulation, but use coercion in situations that are very necessary.

 

 

 

Symbolic framework

In the case of effective leadership under this framework the leader becomes, who leads by inspiration. In the leader becomes, who leads by inspiration. In a ineffective situation, he/she is a fanatic with leadership as an ineffective situation, is a fanatic with leadership as a mirror.  The effective leaders under this framework perceive organizations as a platform or theater to perform certain roles and impress.  They apply symbols to capture attention. In effect they frame experience through the provision of plavisbel interpretations of part experiences.  They invent and communicate visions.

Managerial grid

It employs the method for concern for people versus the concern for tasks.  (0 – 9) range)

The best position a leader should be thus, becomes a long the two axis is at 9 on both task and people.

CONCLUSION

The 360 feedback results in a competitive leadership style when effectively implemented with frequent follow-ups and interactions. The ratings in the part of the effective leadership are normally realized as a result. However, its implementation is a little bit difficult due to the process of follow-ups

Thus, the leader must posses a honest understanding of who he/she is, what you know, and what you can achieve.  In addition a leader needs to understand that it is not him/her who determines their success but rather it is the employees.  In essence one needs to be professional in every aspect to lead.  A good leader should be loyal, to his/her organization, selfless and take responsibility, while at the same time exhibiting elements of the authoritarian style where discipline is paramount

A leader should also understand the four factors of leadership that include; leader, follower, communication as well as situation.

While traversing the road of exemplary leadership,  a leader must therefore first find the process that he/she believes needs to be improved the most, then subsequently communicate his/her vision in terms that the followers can easily understand.  He/she should then give the follower the necessary tools and methods to carry and solve the situation.  An exemplary leader in situations even of hardship would get his/her hands in the whole process by providing that the problem is soluble.  In the case of success he/she shares the joy with the followers while taking in the hard.

 

 

 

 

 

 

 

 

 

 

 

 

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