HRM552 Leadership: Reflecting on Effective Leadership in Workplace

This assignment is a reflective piece on effective leadership in the workplace, drawing upon personal experiences and academic research. The author reflects on the qualities of a leader, emphasizing influence, motivation, and the ability to empower others. It examines the impact of leadership behavior on employee performance and organizational goals, highlighting the importance of vision, guidance, and decision-making. The reflection also explores the discrepancy between rewarded leadership behaviors and those that are truly needed, considering the influence of various leadership styles and the importance of continuous development. The author references studies on leadership actions, self-leadership, and contingency models to support their observations and insights, ultimately advocating for a leadership approach that prioritizes influence and team management skills. Desklib provides a platform for students to access similar solved assignments and resources for academic support.

Q. What is effective leadership in your workplace? Is there a discrepancy between the
leadership behaviour that is rewarded, and the behaviour that is needed? What is the
influence this has on you and development of your leadership style? What else do you need to
do to be an effective leader?
Running a business or an organization is indeed an enigma, with the increase of
organizational activities and difficulties are also increases it is requisite for a person to have
leadership skill, their leadership skills can be defined by productive and effective managerial
works. I learn from experiences that a leader must have the ability to influence, inspire,
motivate and allow others to contribute in the direction of the success of the organizations
they are working in. According to a study by Abid (2015), A leader must have the
management and communication skills will help others to guarantee that you are giving them
the kind of leadership which lead them to success and create a civilized work within the
organization or at workplace because some uncivil activities inside the workplace can
influence negatively the employee job, their productivity and commitment. Whereas the
study by Sessa (2007) shows that the entry of new generation in the work place inspiring the
managers to handle the generational differences which are affecting the mainly in the
leadership positions, professional and mangers in different generational associates to do the
values for different attributes in leaders.
At any workplace leaders involve their employees for their contribution in the work.
Here at my organization it has been clearly seen that the attitude and action are driven by the
leader to the employees. I mainly focus on the most important things that your vision,
mission and guidance which help the staff to work with the objective of the organization. The
performance of the work is highly affected by a leader’s decision and risk-taking abilities.
Leaders having more work than other, they work very hard to achieve their goal and complete
the customers demand. Leadership is not about to create rules, regulation or policies for you
employees and staff but their role is providing a way to deal with the problems by giving
them advice and inspiration.
A research by Chelladurai (1984) proved that the there are five chosen and apparent
leadership actions measured were instruction and training, autocratic behaviour, democratic
behaviour, Positive Feedback and Autocratic Behaviour. While studying leadership it is
swiftly becomes understandable that there are as many tactics to deal with the people and it is
predictable because, whether person comprehend it or not, that their leadership elegance is a
straight significance of their discrete personality. I could define a model for style of
leadership that delivers a strong growth path to permit us to recuperate your leadership skills.

In a research by Politis (2006) mentioned that the relationship between behavioural‐
focused strategies, self‐leadership and job satisfaction is direct, significant and positive.
The results by him clearly demonstrate that the job gratification arbitrates the relative
between behavioural‐focused strategies, self‐leadership and team performance. Hackman
and Wageman (2007) suggested that neither peculiarity nor situational characteristics alone
are adequate to clarify leader behaviour and efficiency. Rather, it is mentioned as the
collaboration between traits and circumstances that counts and communicate can be enclosed
in the distribution of contingency model.
I observed from the study that the key to positive leadership in today’s world is
influencing the team, not authority and I believe that among the most valuable methods to
leadership growth emphases on the fundamental attitude that leaders must have the team
managing skills. I believe that among the most useful and effective approaches to leadership
development I s the attentions on the fundamental attitude that leaders must have for other
people. In general, a leader is focus on persuading skills which allow people to change the
needs for controlling and monitoring the actions which are inappropriately so common. There
are few things which are more certain to energise through motivating employees to takeout
their finest to their groups. By observing the methods of leaders in contrast to the stability
that they have adopt between control and influence.

References:
Abid, G., Khan, B., Rafiq, Z. and Ahmed, A., 2015. Workplace incivility: uncivil activities,
antecedents, consequences, and level of incivility.
Chelladurai, P., 1984. Discrepancy between preferences and perceptions of leadership
behavior and satisfaction of athletes in varying sports. Journal of sport psychology, 6(1),
pp.27-41.
Hackman, R. & Wageman, R., 2007. Asking the Right Questions About Leadership:
Discussions and Conclusions. American Psychologist, 62(1), pp. 43–47.
Politis, J.D., 2006. Self-leadership behavioural-focused strategies and team performance: The
mediating influence of job satisfaction. Leadership & Organization Development
Journal, 27(3), pp.203-216.
Sessa, V.I., Kabacoff, R.I., Deal, J. and Brown, H., 2007. Generational differences in leader
values and leadership behaviors. The Psychologist-Manager Journal, 10(1), pp.47-74.