Leadership in Al-Jaidah: A Study of Transformational Leadership
Added on 2019-09-30
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QualificationExecutive Diploma in Management Batch Batch 1Module NameManagement & Leadership Module NumberEDM 801 – Case Study (Pre-seen) – Part 2Module TutorDr. Manil De Mel MBA (Australia), PhD (USA)Name of CandidateMohamed Imran Mohamed ShakirCandidate No.801031603Submission Date2 July 2016
Question 1Discuss the nature of leadership as illustrated in the case. Your answer mustinclude different Styles of leadership and it’s relevant to Al-Jaidah and Qatar.Answer – There are many ways of looking at leadership and many interpretations of its meaning.Leadership might be interpreted in simple terms, such as ‘getting others to follow’ or‘getting people to do things willingly’, or interpreted more specifically, for example as ‘theuse of authority in decision-making’. It may be exercised as an attribute of position orbecause of personal knowledge or wisdom. Leadership might be based on a function ofpersonality or it can be seen as a behavioral category. It may also be viewed in terms ofthe role of the leaders and their ability to achieve effective performance from others.Leadership can be defined as a process by which one individual influences otherstoward the attainment of group or organizational goals. “Leadership as a phenomenonfor research is experiencing a rebirth due to developments in the academy and theurgency for improving leadership globally”. (Shondrick, Dinh and Lord, 2010)“The term leadership is a word taken from the common vocabulary and incorporated intothe technical vocabulary of a scientific discipline without being precisely redefined. As aconsequence, it carries extraneous connotations that create ambiguity of meaning”.(Clarke and Williams, 1926)Nature of Leadership – There are two main approaches to leadership – traits and situational. The first approachassumes that leaders are born and not made. In the early times leadership wasconsidered to originate from the personal qualities of the leader and insufficient attentionwas given to the contribution of the group structure and situations. The early studiesfocused their attention on certain traits to compare leaders with non-leaders. Laterstudies, however reveled the fallacy of the traits approach. Gibb remarked that the leadertraits are relative to a specific social situation and are not exhibited in isolation.1 | Page
He pointed out that attempts to find a consistent pattern of traits that characterize leadershad failed and said that the attributes of leadership are any or all of those personalitycharacteristics that in any particular situation make it possible for a person either tocontribute to achievement of a group, goal or to be seen as doing so by other groupmembers. The person who becomes a leader surpasses others in some qualitiesrequired by the goal in the particular situation. The situational approach to leadership provides a corrective to the traits approach whichregarded leaders as uniquely superior individual who would lead in whatever situation ortime they might find themselves. Here some Characteristics of Natural Leaders.A natural leader doesn’t necessarily intend to lead; others simply feel naturally compelledto follow or a natural leader doesn’t lead, he or she just is, and others just naturallyfollow. A natural leader is inspired and inspiring, and often inspiring others to,themselves, be inspiring.A natural leader is the heart, rather than the head, of anorganization, radiating both passion and love. They encourages rather than directs. Theysupports rather than the controls.A natural leader holds a deep and dynamic vision,rather than authority. They empowers rather than rewards.A natural leader is confident,but not egotistical. They doesn’t stay on problems, but rather is driven towards positiveoutcomes.Leadership Styles -There are many dimensions to leadership and many possible ways of describingleadership style, such as bureaucratic, Coercive, Paternalistic, Transactional andTransformational. When it’s comes to Mr. Nasser Al-Jaidah QPI, I have seen with hisleading styles are mixed with the Transformational and Transactional styles.The Transactional leadership is based on legitimate authority within the bureaucraticstructure of the organization. The prominence is on the clarification of goals andobjectives, work task and outcomes, and organizational rewards and punishments.Transactional leadership appeals to the self-interest of followers. It is based on arelationship of mutual dependence and an exchange process of ‘I will give you this, if youdo that’. 2 | Page
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