Leadership is the process of using power and influence to navigate followers to achieve a specific goal. The purpose of this paper is to explain that effective leaders must hone specific traits that are indispensable for managing organizations successfully. This paper explores the techniques, approaches, and practices that make leaders powerful, influential and efficient. Additionally, to help define effective leadership, a case study is analyzed based on personal experience of cooperating with a district supervisor who employs effective leadership strategies. While analyzing the leader’s ...view middle of the document...
The primary goal of any management should be, increase profits and retain sustainability. Power is used to influence its’ followers reach optimal job performance and increase productivity (Colquitt, Lepine & Wesson 2013). According to Malos, supervisors must understand how use the influence of power to wield the direction of employees to meet the goals of the company (Malos 2011).
Moreover, an executive’s decisions should be clear and organized when utilizing their authority. It allows employees to perform their jobs better because the directives are clear. Woiceshyn explains, a study called Neuro-Cognitive that discusses the relationship between the “conscious, reasoning mind of the manager, and (subconscious) intuition of a subordinate” (Woiceshyn, 2011, p. 315). The manager is the example of the conscious mind, which is in charge of acquiring knowledge and therefore stores and retrieves information. They then delegate it to subordinates, which are the (subconscious-mind) intuition. If, the manager is unorganized and fails to give proper instructions, it will make the decision- making difficult. However, on the other hand, if the supervisor is logically organized, the subordinates will collect and retrieve knowledge more effectively. How effectively a manger delegates his/her decisions, will ultimately affect employee’s job performances; thus leadership should be clear and organized. (Woiceshyn 2011).
Moreover, in dynamic environments, leaders should be unwavering in the midst of a crisis. If an administrator does not have the emotional and physical capacity to cope with stress, it is not possible to become an operative global leader. In this regard, it is imperative for executives to show workers and cohorts, they can handle adversity and setbacks, while still having the ability things to get done (Friedman, 2005). A good leader must also foster an organizational environment, in which people react to unpleasant policies by taking positive actions; rather than passively complaining about them. The administrator ought to allow for changes to take place by facilitating those changes instead of merely enforcing the status quo. Furthermore, such a person must defend the institution effectively even in the wake of strong criticisms from various angles (Pulakos, Arad, Donovan & Plamondon 2000). Therefore, mangers must learn to utilize several types of acquired powers to properly influence followers.
Administrators in an organization acquire such power from sources of formal authority defined by organizational and personal power. Within organizational power there are three components: legitimate, reward and coercive power. Personal power has two factors: expert and reference. Legitimate power is derived from a position of authority inside the organization and generally it allows supervisors to ask employees to do a task within the scope of their jobs. For example, staying late to finishing a project or coming in early. Reward power is...