Emergent Leadership Skills for the Workplace: A Report

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EMERGENT LEADERSHIP SKILLS FOR
THE WORKPLACE
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Contents
TASK 1............................................................................................................................................ 4
INTRODUCTION............................................................................................................................. 4
DISCUSSION................................................................................................................................4
LEADERSHIP THEORIES AND MODELS............................................................................4
RESPONSIBILITIES OF LEADERSHIP ROLE....................................................................................6
EVALUATION OF PERSONAL ABILITY TO FULFILL THE KEY RESPONSIBILITY OF LEADERSHIP
ROLE...........................................................................................................................................7
LEADERSHIP STYLES................................................................................................................... 7
LEADERSHIP STYLES IN DIFFERENT SITUATIONS AND WITH DIFFERENT PEOPLE.......................9
EMOTIONAL INTELLIGENCE AND ITS APPLICATION IN A LEADERSHIP ROLE............................10
IMPORTANCE OF UNDERSTANDING ONE’S OWN STRENGTHS AND LIMITATIONS..................11
TECHNIQUES TO IDENTIFY CHARACTERISTICS, STRENGTHS, AND LIMITATIONS AND
DISPLAYING CONFIDENCE AND SELF-ASSURANCE...................................................................11
IMPORTANCE OF SELF-DEVELOPMENT AND OPPORTUNITIES TO DEVELOP ONESELF IN THE
LEADERSHIP ROLE.................................................................................................................... 11
SOCIAL AWARENESS AND RELATIONSHIP MANAGEMENT......................................12
CONCLUSION............................................................................................................................... 12
TASK 2.......................................................................................................................................... 13
INTRODUCTION............................................................................................................................13
DISCUSSION................................................................................................................................. 13
OVERVIEW OF WHITEBREAD................................................................................................... 13
ANALYSIS OF ANNUAL REPORT................................................................................................14
VISION STATEMENT................................................................................................................. 14
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MAIN STRATEGIES OF THE ORGANIZATION.............................................................................16
STRATEGIC PROGRESS............................................................................................................. 17
KEY PERFORMANCE INDICATOR.............................................................................................. 17
FINANCIAL HIGHLIGHTS........................................................................................................... 19
COMPARISON BETWEEN LEADERSHIP STYLES.........................................................................22
FORM OF LEADERSHIP STYLES ADOPTED BY THE COMPANY...................................................23
COMPARISON BETWEEN THE LEADERSHIP STYLE ADOPTED BY THE CEO OF THE COMPANY
AND ME................................................................................................................................... 24
RECOMMENDATIONS.............................................................................................................. 24
CONCLUSION............................................................................................................................... 25
REFERENCES.................................................................................................................................26
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TASK 1
INTRODUCTION
Organizational leadership is a very effective tool used for achieving the individual as well as
organizational objective. The trait of the leadership is both acquired as well as inbuilt. The
leaders of the organization influence the behavior and nature of the employees so that it can
achieve the common goal together. The leader of the organization facilitates the management
in motivating, encouraging and supporting the employees to help them achieve the objective
and also in increasing their morale. The success of several organizations depends on the
effectiveness of leaders and managers which can be seen from the JP Morgan. The company
provides financial services to different institutions such as government and also small and
medium companies of different countries (Kollenscher et al., 2018). With the help and support
of leaders, today the company is taking several risks such as corporate social activities,
cybersecurity, and others for expanding its business. The report of emergent leadership skills
includes the leadership theories and practices used by JP Morgan to expand its business. The
company has a strong workforce of 2, 50,000 employees who are managed by efficient leaders
of the company. These employees successfully served millions of customers and clients such as
government, small and medium institutions, and other corporations (Mishra, 2018).
DISCUSSION
LEADERSHIP THEORIES AND MODELS
Following are the leadership theories and models used in the JP Morgan are as follows:
Contingency theories
In this theory, the characteristics of the leaders are related to environmental factors which help
them to identify the leadership style according to the situation. This theory stresses that no
single method is suitable for all situations in the organization. Contingency theory is divided
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into several categories and among these, the theory used in the JP Morgan is Fiedler's
contingency theory. This theory emphasis on the different leadership styles according to
different situations (Amanchukwu et al., 2015).
Trait theory
This theory assumes that some qualities of the leaders are inbuilt traits which make him
suitable for the leadership position. In the trait theory, there are some characteristics of the
leaders which include physiological, social, personality task-related and demographic features
of the leaders. The JP Morgan also defines some of the characteristics of the leaders which are
necessary for the leaders.
Situational theories
Situational theories state that the leader's best course of action depends on the different
situational variables. The situational theory is again divided into several categories and the style
chosen in the JP Morgan is Hershey and Blanchard's leadership style. This leadership style
divides the actions of leaders into four categories i.e. telling, selling, participating and
delegating. The reason for choosing different leadership style in JP Morgan is because of the
different requirement of employees (Thompson and Glasø, 2015).
Great man theory
According to this theory, the leaders are born with the right skills and traits such as intellect,
confident, communication as well as social skills. This theory means that leaders are born and
not made. And in addition to this, these skills are learned from the experience, decisions and
different situations. These characteristics have made the leaders different from the followers
and they perform their activities uniquely and creatively.
Behavioral theories
Behavioral theories mean the ability of the leaders to influence the behavior and attitude of
employees. This theory considers the behavior of the leaders and not the traits and
characteristics. Behavioral theories are of two types i.e. Michigan leadership theory and the
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second one is Ohio State leadership theory and both these theories are applied in the JP
Morgan. The first theory says that there is a direct relationship between the behavior of the
leaders and the performance of employees. And the second theory states that behavior or
characteristics of the leaders do not bring positive results (Behrendt et al., 2017).
RESPONSIBILITIES OF LEADERSHIP ROLE
The primary responsibility of the leader is to coordinate the efforts of all employees towards
achieving the organizational goal and to give the best services to its clients. Following are the
key responsibilities of the leaders identified in the JP Morgan are as follows:
1. Build trust
Developing trust and rapport with the employees is very difficult for the leaders because
they will not work with them until they have trust in the leaders. With the help of trust,
the leaders successfully find different opportunities and use them for personal and
professional growth (Antonakis and Day, 2017).
2. Encouraging and motivating employees
Motivated employees will contribute more than unmotivated employees and it is the
roles and responsibilities of the leader to encourage the employees towards increasing
their overall performance and also the profitability of the company. The leaders of JP
Morgan also uses delegation to increase the morale of employees and to get the work
completed on time.
3. Communicating strategies to employees
The decisions are taken at the top level and in order to communicate with all
employees, JP Morgan uses leaders to communicate every decision. The vision and
mission statement of the company is divided into a small achievable task which is
allotted to different employees. The leaders allocate the task according to the skills and
knowledge of employees (Richardson, 2018).
4. Finding solutions
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Every problem faced by the employees is solved by the creative and innovative ideas of
the leaders. Leader analyzes the problems deeply and search several options to
particular problems and chooses the best one from them.
EVALUATION OF PERSONAL ABILITY TO FULFILL THE KEY RESPONSIBILITY OF
LEADERSHIP ROLE
SWOT analysis is used to identify the personal ability to meet the key responsibility of
leadership role and this is as follows:
Strengths
The skills which helped me to make an effective leader of JP Morgan are interpersonal,
communication skills, team-building skills as well as honesty, self-confidence. These all skills
helped me to create trust in employees and now they obey my orders and rules without any
questions (Johnson, 2017).
Weaknesses
It is quite difficult for a leader to coordinate the efforts of all employees towards a common
goal and also to make them accountable for what they are doing. Due to lack of trust and
scarcity of time I was not able to complete my whole task on time. Lack of trust, delegation, and
mismanagement of time are my weaknesses.
Opportunities
The biggest opportunity for me is to use my strengths in finding innovative and creative ideas
for the growth and development of the organization. The innovative and creative idea will not
only help the organization but it also helps the team to find the solutions to the problem.
Threats
The rapid and fast change in technology is the biggest threat for the leaders. In addition to this,
any continuous change in the economic conditions of the countries increases the workload of
the leaders (Blanchard, 2018).
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LEADERSHIP STYLES
Leadership style means the way the leaders direct, support and motivates the employees of JP
Morgan. And it is found that no one style in the organization gives positive results therefore in
order to control and manage the activities of employees leaders of the JP Morgan must adopt
different leadership styles. The style of the leader depends on the type and nature of
employees under their control. Different leadership styles identified in JP Morgan are as
follows:
1. Autocratic leadership
In this style, the main focus of the leaders is to get positive final results. And also they do not
give complete authority and responsibility to them. The leaders in the JP Morgan following this
leadership style give a clear order and direction to employees (Yahaya and Ebrahim, 2016).
2. Democratic leadership
Democratic leadership means to involve employees in the decision-making process. There are
some situations where the leaders need help and suggestions from the employees and they use
it at the time of making a decision. But the final decision is of the top executive and they only
take this responsibility.
3. Laissez-faire leadership
It is usually used at the lower level of employees where the need for a top executive is very low.
The decisions where the lower level employees take the decisions are need of a helper to repair
machines, fault, etc. Such small decisions are taken by lower-level employees without taking
permission from top executives.
4. Charismatic leadership
In this leadership style, the main aim of the leader is to influence the behavior of employees
towards organizational goal. The responsibilities of the leader in this style are proper
communication, motivation as well as persuade the employees to increase their overall
performance (Frankel and PGCMS, 2019).
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5. Transformational leadership
It is the most important style found in this organization because it is found that employees are
not ready to adopt the change without being influenced by their leaders. The employees are
more focused, motivated and satisfied with this leadership style.
6. Ethical leadership
Ethical leadership is a leadership style where the leaders show morals, values and good conduct
of the employees in the organization. He sets as an example in front of other employees and
expects from them that they behave in a positive and right way. The leader in the JP Morgan
follows ethical approach such as the leaders do not judge the people according to words but
they are fully dependent on their actions (Arnold et al., 2015).
7. Supportive leadership
Supportive leadership means the leaders provide full support to employees in every step and
their every activity. This type of leadership is adopted at the middle level of management
where the managers have direct contact with employees. At this level, the managers build a
personal and professional relationship with employees and expect from them they perform all
the activities to meet their team goal.
LEADERSHIP STYLES IN DIFFERENT SITUATIONS AND WITH DIFFERENT
PEOPLE
The leadership styles followed in the JP Morgan to deal with different situations and also with
different people are charismatic, transformational, autocratic and supportive. The service
industry is the fastest-changing industry and in order to meet those changes, leaders must
support and guide the employees to meet the changing needs of each client. Supportive and
charismatic leadership style means to change the style of leadership according to the
requirement and need of employees. All the employees have different needs, motivation,
education level, skills and knowledge and in order to meet those requirements it is essential
that they change their leadership style (Iqbal et al., 2015). Autocratic leadership is required to
manage and control the activities of the employees and coordinated their efforts to achieve the
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common goal. The organization has a total workforce of 2, 50,000 employees which belong to a
different religion, culture, gender, age as well as different family background. Therefore, it can
be said that a leader cannot treat each employee in the same manner. In addition to this, the
situations in the organization are not the same all-time which requires changing leadership
style. The leadership style depends on the type and nature of employees as well as activities
because some of the activities require the attention of top executive while some can be
managed at a lower level.
EMOTIONAL INTELLIGENCE AND ITS APPLICATION IN A LEADERSHIP ROLE
Emotional intelligence means the capability of the leader to understand the own as well as
other’s feelings and emotions. The individual having this skill easily influence the behavior and
attitude of employees. The elements included in emotional intelligence are motivation, self-
regulation, social, empathy and self-awareness (Lee and Chelladurai, 2018). The applications of
emotional intelligence in the leadership role are as follows:
Leading self
Self-assessment helps the leader to find out his strengths and weaknesses and also to improve
it by working on it. The leader work on improving those skills and also use it in encouraging
other employees.
Leading employees
Self-assessment quality is not only included in emotional intelligence but helping other
members and understand their words and feelings is also a responsibility of the leader. The
leaders of JP Morgan evaluate the skills and knowledge of the employees and also help them to
find the opportunity for their personal growth and development.
Leading organization
An effective leader thinks not only to think about himself and teams but also about the
organization. The leaders of the JP Morgan develop and maintain a long-term relationship with
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all stakeholders such as customers, government, employees or other partners to achieve the
organizational goal effectively and efficiently (Crowne et al., 2017).
IMPORTANCE OF UNDERSTANDING ONE’S OWN STRENGTHS AND
LIMITATIONS
It is essential to understand the strengths and weaknesses of different employees because of
the difference in their education level, age, caste, etc. The strength and weaknesses help the
leader to find present skills and the skills required for the future to increase the productivity of
the employees. In order to understand their skills and weakness, the leader sets an example in
front of them so that they should work on their limitations (Ratts et al., 2016).
TECHNIQUES TO IDENTIFY CHARACTERISTICS, STRENGTHS, AND
LIMITATIONS AND DISPLAYING CONFIDENCE AND SELF-ASSURANCE
The methods used by the leader to identify the strengths, characteristics, and limitations are
self-evaluation, assessment methods, and performance review methods. The assessment
methods used in the JP Morgan are a quota system, forced distribution, forced ranking, and
ratings. The 360-degree analysis tool is used to calculate the performance of employees. The
ratings are given by the peer members and it is a very simple method to calculate the strengths
and weaknesses which needs quick attention of the employees (Bajpai and Singh, 2019). In the
self-evaluation method, the employees compare their performance with the performance of
other employees and use them to improve their skills. Self-confidence and assurance increase
the ability to take the risk for future growth and development.
IMPORTANCE OF SELF-DEVELOPMENT AND OPPORTUNITIES TO DEVELOP
ONESELF IN THE LEADERSHIP ROLE
Self-development is a process which improves the activities, talents, skills, and behavior. In
other words, it is a process of improving one's skills to be prepared for the future. It is a never-
ending process and it also helps in achieving the objective because it has a direct relationship
between performance and learning. Self-development also helps an individual to learn from the
strengths and use them in grabbing opportunities. Self-development brings several
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opportunities for the leader and one is to being promoted as a leader in the organization and
second is to achieve personal goals and objectives (Rubens et al., 2018).
SOCIAL AWARENESS AND RELATIONSHIP MANAGEMENT
The term social awareness is related to emotional intelligence and it is essential for the leader
to not only understand his feelings but also to focus on the feelings and emotions of other
people. In order to understand these terms such as social orientation, empathy, and public
awareness it is essential to understand the feeling and behavior of other employees and also to
develop and maintain a relationship with them (Dhanesh and Duthler, 2019).
CONCLUSION
Therefore, this report can be concluded by summarizing the term leadership. Leadership is the
management practice to motivate, encourage and inspire the efforts of the employees. The
leadership style is categorized into several categories such as autocratic, supportive, and
transformational and many others. The report also includes the theories and models of
leadership as well as personal strengths and weaknesses to deal with different people in a
different situation. It also includes the concept of emotional intelligence and how it can be
applied to leadership roles. Importance of self-awareness, social awareness and relationship
management with other members are also included in this report.
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