Leadership

This document discusses the definition of leadership, behavioural theory, and its impact on organizational culture. It explores the importance of communication and accountability in effective leadership.

Running head: LEADERSHIP
Leadership

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Leadership definition
The classroom lecture has increased my understanding about leadership. From this, I have
learned about capability of a leadership such as, competency related to an individual or group of
persons in terms of influencing and instructing followers and other organisational members.
This lecture has generated my knowledge that leadership focuses on developing a sound and,
sometimes, multifaceted in terms of making decisions, developing with expressing clear vision,
as well as, creating achievable objectives. I also learned that the leader should provide the
understanding and techniques to followers with respect to attaining objectives. It was taught to
me that leaders are required in most aspect of society through business to politics and, regions to
community-based organisations (Antonakis, and Day, 2017).
Throughout the outcome, it is addressed that I scored high in the idealized influence, which
shows I highly hold trust of subordinates, demonstrates dedication to them, keep their respect
and faith, appeal to their dreams and hopes with, acts as their role model (Priest,and Gass, 2017).
Behaviour theory
The classroom lecture has created my understanding on behavioural theory of leadership. From
this, it is observed that behavioural theory is a leadership theory, which involves the observable
actions as well as, reactions of followers and leaders in a given situation. I also developed my
understanding that behavioural theories emphasize on how a leader assumes and behave that a
leader can be made. In contrast to this, I have developed my knowledge that born as well as,
successful leadership is relied on learnable with definable behaviour (DuBrin, 2015).
It is also addressed that I scored moderately in inspirational motivation that demonstrates that I
have the higher extent to which, I offer a vision, apply images and symbols to support others in

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terms of focusing towards work as well as, making efforts to make recognize the work of others.
For example, others are proud to be associated with me (Rosenbach, 2018).
I have also generated my knowledge that behavioural theories of leadership are categorized as
such because they emphasize the investigation of the particular attitude of a leader. It was taught
to me that leader behaviour is feasible predictor of his leadership power. As a consequence, it is
the best determinant for me in terms of leadership achievement. I have also gained my learning
that these theories emphasize on actual performance of a leader rather than their qualities. In
addition to this, I have also learned that distinct a pattern of behaviours is perceived together
with, classified as a leadership style. It is noticed that this sector is possibly persuaded through
high consideration from practicing supervisors (Klenke, 2016).
Leadership and organization culture
The experience was enhanced by me about leadership and organization culture. It is observed
that workforces always need to understand what is expected of them in terms of properly interact
their purpose of an organization. I also learned that a leader should understand the expected
extent of productivity, the mode of conducting the business, as well as, adequate image to keep. I
also created my knowledge that enforcing rules is the accountability of a leader. Along with this,
it is identified that developing rules as well as, holding employees to them is a key mode for a
leader to persuade organizational culture (Shamir and Eilam-Shamir, 2018).
Throughout leadership result, it is identified that I got moderate score in intellectual stimulation
that means I have the ability to encourage others in terms of becoming creative in looking at
previous issues in new manners, develops an atmosphere, which are tolerable to seem higher
places as well as, nurture an individual in terms of questioning their own belief and values of

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those of company. For instance, I provide appealing images about what we can do (Western,
2019).
I have also learned that communication is an essential element for effective leadership. Along
with this, readily available manuals, depth descriptions as well as, strategies play a wider role. In
addition to this, I have learned that the company provides the documents through intranet as it
can assist the leaders by compiling required forms into one location as well as, with the tracking.
In addition, I have developed my knowledge that mandatory reads to make sure that employees
accept the receipt of necessary data (Grint, Jones, and Holt, 2016).
It is also observed that when discrepancies or issues create, then it is up to the leader to return the
order to an organisation. It was also taught to me that a leader should keep their employees
accountable; however, they should hold themselves. I have generated my knowledge that a
leader has competency to admit failures as well as, mistakes. I have also increased my
experience that transparency would receive the respect of employees in terms of developing two-
way trust within an organizational culture (Northouse, 2017).
From the result, it is found that I have scored low in individualized consideration, which
indicates lower degree, to which I demonstrate an interest in welfare of others allocates projects
personally and, emphasizes on those who seem less entailed in the group. For instance,
I get others to rethink ideas that they had never questioned before.
I have also learned that a leader can only predict that employees follow their lead. Along with
this, behaviours are repeated as well as, habits are reproduced. However, I have focused that
most of all, attitude is transmittable. I have also built my knowledge that a leader should create a
culture for encouragement. It was taught to me that a leader should develop awareness among
workforces that they are performing the good job. It is also observed that a leader should

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acknowledge their mistakes and also provide guidance regarding how they can make
improvement (Covin, and Slevin, 2017). I have observed that leaders should not forget that a
leader is the foundation of an organization. It is observed that when they are not held accountable
for the morale of their employees, then the culture of an organization can collapse apart around
them.
Throughout findings, it is addressed that I scored moderately in contingent rewards that
demonstrates the higher degree to which, I tell others about their performance and
compensations, focuses on expectation from them together with identifies their attainments. For
example, I provide recognition/rewards when others reach their goals.
It was also taught to me that developing a healthy organizational culture is the accountability of
workforces. But, it was observed that culture is not related to the behavior of other workforces. It
really starts with the leader model where a leader will perform as per the needs and wants of
workforces. I have also increased my experience that when an individual has left without feasible
or any instruction at all then, the possibility of declining standard work and due to this,
organizational culture suffers. I would apply this knowledge into the future in terms of making
changes, which leads to making innovation as well as, meeting the culture of the company by re-
evaluating the leadership style (Komives, and Wagner, 2016).
From results, it is identified that I scored high in a management-by-exception that indicates I
have the competency to discuss with others regarding their requirement of the job, are satisfied
with standard performance and, are a believer in “if it isn’t broke, don’t fix it.” For instance, I tell
others the standards they have to know to carry out their work.
I have generated my experiences that a leader can perform with workforces in terms of
expanding their working understanding of their sectors and widen their skill sets. I have built my

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understanding that a leader can increase new responsibilities as well as, deals with the challenges
to work they are performing. It was also taught to me in class that a leader provides cross-
training to diverse workforces hence they can move smoothly among departments as required for
fresh challenges as well as, renewed the sense of association with a larger corporation (Lussier,
and Achua, 2015).
Path-goal theory
The class lectures has enabled me to comprehend the path-goal theory. In this lecture, I learnt
that a leader complements their staffs as well as, compensates for their deficiencies. I have also
learned that task-oriented factors of path-goal theory are matched with the situational leadership.
It was also taught to me that a good leader provides their employees, dubbed supporters together
with, facilitates clear path that employees should follow with respect to accomplishment of their
objectives. In this way, I have focused that this type of management eliminates the barricades
and hurdles. I have learned that path-goal theory is used as a strategy by leaders in terms of
motivating with, supporting their staffs with respect to achievement of objectives. Moreover, this
involves rewards at the workplace (Covin, and Slevin, 2017).
Throughout result, it is addressed that I got high score in laissez‐faire that measures whether I
require modest of others, are highly satisfied to allow things and, let others do their own things.
For instance, I ask no more of others than what is absolutely essential.

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References
Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. USA: Sage publications.
Covin, J.G. and Slevin, D.P., 2017. The entrepreneurial imperatives of strategic
leadership. Strategic Entrepreneurship: Creating a new mindset, pp.307-327.
DuBrin, A.J., 2015. Leadership: Research findings, practice, and skills. UK: Nelson Education.
Grint, K., Jones, O.S. and Holt, C., 2016. What is Leadership? The Routledge Companion to
Leadership, p.3.
Klenke, K., 2016. Qualitative research in the study of leadership. USA: Emerald Group
Publishing Limited.
Komives, S.R., and Wagner, W. eds., 2016. Leadership for a better world: Understanding the
social change model of leadership development. USA: John Wiley & Sons.
Lussier, R.N. and Achua, C.F., 2015. Leadership: Theory, application, & skill development. UK:
Nelson Education.
Northouse, P.G., 2017. Introduction to leadership: Concepts and practice. USA: Sage
Publications.
Priest, S. and Gass, M., 2017. Effective Leadership in Adventure Programming, 3E. USA:
Human Kinetics.
Rosenbach, W.E., 2018. Contemporary issues in leadership. UK: Routledge.
Shamir, B. and Eilam-Shamir, G., 2018. “What’s your story?” A life-stories approach to
authentic leadership development. In Leadership Now: Reflections on the Legacy of Boas
Shamir(pp. 51-76). UK: Emerald Publishing Limited.
Western, S., 2019. Leadership: A critical text. USA: SAGE Publications Limited.

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Appendix: Multifactor Leadership Questionnaire (MLQ) Form 6S
INSTRUCTIONS: This questionnaire provides a description of your leadership style. Twenty‐
one descriptive statements are listed below. Judge how frequently each statement fits you. The w
ord others may mean your followers, clients, or group members.
KEY 0 ‐ Not at all 1 ‐ Once in a while 2 = Sometimes 3 = Fairly often 4 = Frequently, if
not always
1. I make others feel good to be around me 3 0 1 2 3 4
2. I express with a few simple words what we could and should do 2 0 1 2 3 4
3. I enable others to think about old problems in new ways 3 0 1 2 3 4
4. I help others develop themselves 0 0 1 2 3 4
5. I tell others what to do if they want to be rewarded for their work 2 0 1 2 3 4
6. I am satisfied when others meet agreed‐upon standards 1 0 1 2 3 4
7. I am content to let others continue working in the same ways always 3 0 1 2 3 4
8. Others have complete faith in me 4 0 1 2 3 4
9. I provide appealing images about what we can do 3 0 1 2 3 4
10. I provide others with new ways of looking at puzzling things 1 0 1 2 3 4
11. I let others know how I think they are doing 0 0 1 2 3 4
12. I provide recognition/rewards when others reach their goals 2 0 1 2 3 4
13. As long as things are working, I do not try to change anything 4 0 1 2 3 4
14. Whatever others want to do is OK with me 3 0 1 2 3 4
15. Others are proud to be associated with me 2 0 1 2 3 4
16. I help others find meaning in their work 2 0 1 2 3 4
17. I get others to rethink ideas that they had never questioned before 2 0 1 2 3 4.

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18. I give personal attention to others who seem rejected 1 0 1 2 3 4
19. I call attention to what others can get for what they accomplish 3 0 1 2 3 4
20. I tell others the standards they have to know to carry out their work 4 0 1 2 3 4
21. I ask no more of others than what is absolutely essential 3 0 1 2 3 4
SCORING
The MLQ‐6S measures your leadership on seven factors related to transformational leadership.
Your score for each factor is determined by summing three specified items on the questionnaire.
For example, to determine your score for factor 1, Idealized influence, sum your responses for ite
ms 1, 8, and 15. Complete this procedure for all seven factors.
Idealized influence (items 1, 8, and 15) _9 Factor 1 (HIGH)
Inspirational motivation (items 2, 9, and 16) 7 Factor 2 (MODERATE)
Intellectual stimulation (items 3, 10, and 17) 6 Factor 3 (MODERATE)
Individual consideration (items 4, 11, and 18) 1 Factor 4 (LOW)
Contingent reward (items 5, 12, and 19) 7 Factor 5 (MODERATE)
Management‐by‐exception (items 6, 13, and 20) 9 Factor 6 (HIGH)
Laissez‐faire leadership (items 7, 14, and 21) 9 Factor 7 (HIGH)
Score range: HIGH=9-12, MODERATE= 5-8, LOW=0-4