Leadership Assignment 2022

Running Head: LEADERSHIP
LEADERSHIP
Name of the Student
Name of the University
Author Name

1LEADERSHIP
Leadership is important to management of a company and in overcoming the barriers and
the challenging goals. Leadership starts at a personal level and take very rapid turns in
personality development needed to become what is necessary at an intrapersonal. Self-awareness
and a conscious effort towards one’s personal development is the first step towards becoming of
an effective leader (Banks, McCauley, Gardner and Guler, 2016). While working in an
organization, self-responsibility is a trait that the first developed characteristic of a future leader
(Hoch, Bommer, Dulebohn and Wu, 2016). Once the selfdom is accomplished, one can apply his
inter-personal skills with others, significantly. Although intrapersonal and interpersonal skills are
seen two different form of intelligences as per Gardner’s multiple intelligences theory (Peterlin,
Dimovski, Uhan and Penger, 2019). It is to be considered though that a person cognizant of
himself to a significant level can address the problems of others while inspiring his team
members to grow their skill sets. Talking leadership is a holistic approach as it takes a
considerable effort to make a difference to encourage the other executives achieve their
individual targets while working for an organization. Taking leadership on a larger scale, takes
streamlining the critical upper level management decisions to the mid-level and low level
management while keeping in mind the cultural and ethical implications of the organization.
Transformational leadership can be considered as the most important leadership style that acts
like an important bridge between the upper level management and low level management and is
responsible for taking various path-breaking decisions to facilitate the operational and revenue
flow of the organization (Marsh and Farrell, 2014). As in traits, a transformational leader should
very strong analytic and immaculate transitional skills in order to act and work flexibly with
various departments and business operations at the same time. Transformational leadership is
ideal for mid-level management and the leadership style strongly emphasizes on encouraging,
inspiring and motivating the employees working at different levels to transform and to devise a
change in the organizational culture. The transformational leaders should have good creative
thinking, mathematical and pragmatic problem solving skills with a composed personality which
utilizes lateral, parallel thinking processes along with verbal-linguistic intelligence. The latter is
important as this position is in constant touch and communication with employees from different
backgrounds and sociocultural frameworks. They contribute greatly to the corporate culture, to
ownership of the employees and workplace independence. Transformational leaders must be able
to stimulate the workforce in the organization without much micromanagement. The
transformational leadership style help the organization and its employees to become creative,
develop new strategies to influence the market and the social culture of the company.
Collaboration between marketing and sales, operations, production, administration and human
resources department is critical to organizational success and the transformational leaders are the
ones who are given the duty to bring about the change.
Inter-professional working and collaboration at every level is critical to organization’s
success and can also lay the benchmarks for other leaders in the business. Inter-professional
collaboration requires good interpersonal skills that are vital to a daily day to day communication
communicate and daily life interactions with other individuals and other groups as well.
Individuals who possess very high interpersonal skills are generally successful at the professional
plus personal levels. Inter-professional skills gets refined through practice and more qualitative
communications with other individuals working for the same or different goals. Inter-

2LEADERSHIP
professional collaboration takes into count, a lot of problem solving effort and a transformational
leader should be able to do it. Comprehension and awareness over verbal and non-verbal
components of communication is cardinal to inter-professional success and certain factors like
active listening, being aware of other people’s body language are important as well (Vinson,
n.d.). Group leadership skills: Inter-professional process in group counseling and therapy. SAGE
Publications. Understanding other people’s thoughts and understanding other people’s
perspectives and being respectable to them is a keep aspect of transformational leadership.
Individuals need to have these good interpersonal skills such as active listening, empathy,
motivation, com passion and assistance in order to work effectively within an organization’s
team and using the same inter-professional skills – the leader will be able to communicate well
with the other employees, directors, stakeholders and also the clients. The interpersonal skills
happens to be critical to succeed at work on a daily basis, in the educational life and also
socially. Through practice and experience, one can better their interpersonal skills and this is
where, the need for feedback and training play a critical role in sustaining of the skills over a
period of time. Mastering the intrapersonal skills in inter-professional collaborative effort comes
with age and experience and in a transformational leadership style, a quick evaluation of others,
empathy diplomacy, tactical influences and critical thinking are very important nuances of inter-
professional communication.
George (2000) aims to understand the role of emotional intelligence in leadership. The
paper actually suggests human emotions and feelings play cardinal role in organizational
leadership. The study proposes that this emotional intelligence is a capacity to comprehend and
manage one’s own moods along with emotions to better communicate with others without signs
of stress or alarm. This is pivotal to effective functioning of leadership at an organizational level.
The study addresses four main aspects in emotional intelligence. Firstly, the very appraisal and
feeling’s expression improve the cognitive functioning of psychological processes involved in
decision making. The study explores the framework of behavioral psychology through emotions,
and the management of those emotions likewise. The study supports the fact that emotional as
well as logical intelligence impact leadership in a drastic way and the study identifies many of
the different essential elements that decides a leader effectiveness. Firstly, thinking in terms of
collective goals and developing collective imaginations is pivotal to development of enthusiasm,
of confidence, of optimism, of cooperation and the feeling of trust amongst the employees of
different departments while encouraging a flexibility within the decision making process and its
establishment. This also help in sustenance of corporate identity (Leuthesser and Kohli, 2015).
Secondly, emotional intelligence help facilitate the influence of effective transformation leaders
and an up-gradation of leadership skills. Thirdly, the efficacy of an emotional intelligence affect
various managerial areas such as operations, brand marketing and public relations as well. The
study’s succeeds at understanding the relationship between the emotional intelligence with
effective transformational leadership. The study uses an adapted version of the Trait Meta Mood
Scale in 43 to measure emotional relationships in participants employed for different types of
management roles. The study identified effective leaders in transformational style rather than in
transactional leadership and the study measures this by application of a leadership questionnaire.
The emotional intelligence in transformational leadership style, as suggested by the study that
effective leadership can be assessed by emotional intelligence parameters and effective leaders

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should be monitored for the same characteristics. The study supports the idea that good inter-
professional skills comes with a vision and effort to help others in the organization achieve a
better career, contributing to wholesome success of the concerned organization.
William Brown, Moshavi (2005) aimed to comprehend the relationship between
transformational leadership and emotional intelligence as critical pathway to increase the
knowledge about inter-professional influence. The non‐cognitive part of emotional intelligence
actually is responsible for holistic comprehension of inter-professional influence in
transformational leadership. Factors like psychometric independence, intelligence, analytical and
creative skills influence the degree of impact in transformational leadership. The study elucidates
possible relationships of transformational leadership with emotional and practical intelligence
and how the various intra organizational connections impact organizational profit in a short term
and long term basis. The study dissects the cultural and social dynamics present within an
organization and how differences and similarities amongst the levels of emotional intelligences
in various managers and employees affect the organizational culture as a whole. The study
argues with pre-existent theories around transformational, transactional and visionary leaderships
and portrays how more than any other leadership styles – transformational leadership has
expanded its reach and impact over the last few decades. The research study also analyses how
deeply cognition levels, intelligences and feelings assist in progressive personality development
in a transformational leader. This helps the leader to stand out distinctly from other types of
leadership styles and bringing a transformational change in the organization. The study
encourages the transformational leader to self-monitor their skills and learnings at a daily basis to
order to become self-cognizant of one’s own managerial skill (Management Science, 2019). The
transformation leadership, according to the study should focus on the development of
intrapersonal type of skills (Mencl, Wefald and van Ittersum, 2016) as the first step in inter-
personal skill development that lead to a good inter-professional collaboration. The research
study focusses on degree of freedom prevalent in human consciousness as an important tool in
facilitation of skill development in transformational leadership. Empathy, trust and also
compassion towards fellow employees of multiple departments with good judgmental skills are
important in transformational influence and leadership, according to the study. The focus of the
study lies with the aforementioned social intricacies amongst the employees that impacts in a
very great way, how a follower follows a leader or rather, how a follower gets transformed by
the influence of a transformational leader, to the best of possibilities. The study concludes by
supporting the framework of motivational leadership embedded in transformational style.
Skipton, Leonard and Goff (2003) aims to study leadership development as intervention
in Organizational Transformation. The client organizations are increasingly interested for
accomplishment of the organizational transformation in regards to personal development areas
and execution of leadership in development of goals. The study perform a case study for
establishment of multiple goals in an organizational framework (Zgrzywa-Ziemak, 2015). The
business program are based on research data outcomes which is directly proportional to the
effectiveness of transactional leadership in an organizational structure. The study focusses on
individual employee’s development goals being facilitated by a transformational leader. The
study uses multiple method elucidations to any lack in improvement at personal level and the

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study applies an evidence to provision the supposition that any important changes within the
organizational structuring in relation to transformational leadership - impact different level of
operational strata. The study uses a 360 degree feedback process (Karkoulian, Assaker and
Hallak, 2016) to review the transformational leadership qualities in a manager. The Results from
this 360-degree feedback process did not help in a major manner but did highlight the deficiency
areas in a manager. This feedback process did bring out the fact that many lacked in the
leadership qualities required to become a transformational leader and a pre–post 360-degree
design of feedback made each participant to focus on different developmental issues related to
communication and behavioral sciences. Extraversion along with type B personality has been
highlighted by the research, to be vital traits in a transformational leader initiating a collaborative
effort. The standard management must have competencies that responds to a person driven
agenda of transformational leadership and insightful learning is critical to a transformational
leader’s organizational success. The study encourages the organizations to develop more
transformational leadership practices at all levels than just transactional leaderships. While
various communication styles (Tsai and Men, 2016) along with proactive empathy building and
positive reinforcement techniques are focused by the study, as vital characteristics towards
employee collaboration and collective decision making for a common goal preset for
organizational success. The study understand and depicts the comparisons between direct and
indirect communication styles in a transformational setup and how it impacts the way, an
organization achieve business success.
Li, Mitchell, Boyle (2015) aims to understand the divergent impact of transformational
leadership in an individualistic and team’s innovation. Transformational leadership, as argued in
the study, enhance the team’s improvement and ambiguous results. The study research the
understanding in transformational leader’s responsibilities in individual-focused and group
focused settings and the application of speaking and rhetorical skills in motivating the better
quality of work, delivered by employees. The study proves, using the right methodology, that
transformational leadership can be more effective in a group based scenario (as in a cross-
professional setting) than an individual based scenario (Humphrey, Burch and Adams, 2016).
The research study shows divergence within the leader effect that reinforces the task
interdependence, providing a difference between positive and negative impacts of good and bad
inter-professional skills in concoction of organizational success. The study collects one ninety
five members from fifty six teams support that predicts pathways at multifaceted organizational
levels. The inter-professional skills and expertise play a very important part in building the
diverse workforce collaboration towards a particular campaign and a creative development of the
employees of different departments by the transformational leaders, is as important as any other
processes of the organization and it affects the culture in a positive way.

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References
Banks, G., McCauley, K., Gardner, W. and Guler, C., 2016. A meta-analytic review of authentic
and transformational leadership: A test for redundancy. The Leadership Quarterly, 27(4),
pp.634-652.
Brown, F. and Moshavi, D., 2005. Transformational leadership and emotional intelligence: a
potential pathway for an increased understanding of inter-professionalinfluence. Journal of
Organizational Behavior, 26(7), pp.867-871.
George, J., 2000. Emotions and Leadership: The Role of Emotional Intelligence. Human
Relations, 53(8), pp.1027-1055.
Hoch, J., Bommer, W., Dulebohn, J. and Wu, D., 2016. Do Ethical, Authentic, and Servant
Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-
Analysis. Journal of Management, 44(2), pp.501-529.
Humphrey, R., Burch, G. and Adams, L., 2016. The Benefits of Merging Leadership Research
and Emotions Research. Frontiers in Psychology, 7.
Karkoulian, S., Assaker, G. and Hallak, R., 2016. An empirical study of 360-degree feedback,
organizational justice, and firm sustainability. Journal of Business Research, 69(5), pp.1862-
1867.
Leonard, H. and Goff, M., 2003. Leadership development as an intervention for organizational
transformation: A case study. Consulting Psychology Journal: Practice and Research, 55(1),
pp.58-67.
Leuthesser, L. and Kohli, C., 2015. Corporate identity: The role of mission statements. Business
Horizons, 40(3), pp.59-66.

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Li, V., Mitchell, R. and Boyle, B., 2015. The Divergent Effects of Transformational Leadership
on Individual and Team Innovation. Group & Organization Management, 41(1), pp.66-97.
Marsh, J. and Farrell, C., 2014. How leaders can support teachers with data-driven decision
making. Educational Management Administration & Leadership, 43(2), pp.269-289.
Mencl, J., Wefald, A. and van Ittersum, K., 2016. Transformational leader attributes: inter-
professionalskills, engagement, and well-being. Leadership & Organization Development
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Peterlin, J., Dimovski, V., Uhan, M. and Penger, S., 2019. Integrating Stakeholders’ Multiple
Intelligences Into The Leadership Development Of A Cross-Cultural Entity: Evidence From The
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Pubsonline.informs.org. 2019. Do General Managerial Skills Spur Innovation? | Management
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Tsai, W. and Men, L., 2016. Social CEOs: The effects of CEOs’ communication styles and
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Vinson, B., n.d. Workplace Skills And Professional Issues In Speech-Language Pathology.
Zgrzywa-Ziemak, A., 2015. The Impact of Organisational Learning on Organisational
Performance. Management and Business Administration. Central Europe, 23(4), pp.98-112.