Take Test: Unit IV Assessment

Take Test: Unit IV Assessment

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Take Test: Unit IV Assessment

Leader

A Leader is a person who leads or directs a group, segment, an organization, or a country. A leader is one who usually has more challenges to face and manage as compared to common individuals. In short, a leader is one who motivates others (people and groups) towards the accomplishment of a particular goal or objective.

Characteristics of a Leader who Implements the Transformational Theory into the Workplace

Almost every leader can be found having some unique and credible competencies and characteristics. Hence each type of leader has some unique characteristics. Hence, below are the characteristics of a leader who implements the transformational theory into the workplace.

Vision and Mindset

A leader who implements the transformational theory into the workplace could be found always having a very clear vision at hand. He or she would also have a strategic mindset regarding what is he plans and what he going to do or implement for the purpose to have the desired productivity. Such a leader also knows what they have planned and what they set to achieve as well as they communicate their vision with everyone (important) at the workplace (Dulewicz, & Higgs, 2005).

Courage and Inspiration

The leader who follows and implements transformational theory in the workplace has the willingness to accept challenges and resolve issues that occur at the workplace and make tough decisions almost all the time. Such a leader is also highly efficient to create inspiration for others based on their personal passion and get others to follow the communicated vision and execute it at every level of the organization.

Self-Motivation and People Management

A leader who implements transformational theory in the workplace mostly and even always fuels him or herself and his or her passion from him or her. He/she is also passionate about the vision and prefer to put better efforts. Beyond this, these leaders also have the ability to influence every one of the teams of a personal level and listen to everyone and manage accordingly.

Merits and Demerits of Situational Leadership Styles

It cannot be denied that every leadership has some credible and unique merits but it is also a fact that there are some demerits of everyone as well. Hence, some merits and demerits of Situational Leadership are as follows.

Merits

Situational Leadership is the leadership style that recognizes the need for flexibility. It means that situational leadership recognizes the gap for flexibility because this leadership style is enough to clear that everyone has unique abilities and experiences and all should not be treated from a single perspective.

Situational leadership always to create a highly comfortable environment for workers or employees. Here leaders look at the readiness level of the teams and proceed to act accordingly. So, a comfortable situation is created finely.

This leadership style takes different developmental levels or phases into account instead of putting every employee into one and a similar generic category. Here, each employees’ competencies are evaluated as well as motivation is boosted as per the style of an employee and support teamwork (Dulewicz, & Higgs, 2005).

Demerits

The one and a highly critical demerit of situational leadership are it focuses more on the temporary requirements and needs than the long term. It means that situational leadership mainly focuses on the achievements of an exact objective on a time and does not approach towards long term mostly.

In task-oriented environments and cases, situational leadership cannot be as effective as others. As well as it can be enough challenge to define maturity and may ensure the provision of enough information to some leaders.

Situational leadership can be found based on the leader’s skills and competencies and create high corporate dependency and confusion within the organization.

It is not absolute but it may be a good step to shift leadership approaches because an effective leader is one who fits himself with the situation. Further, approaches would be good to shift because leaders are required to respond promptly to both opportunities and threats and a leader has to make the best use of the resources, techniques, and tools available. But it is also important that the risks associated with shifting leadership approaches should not be ignored.

References

Dulewicz, V., & Higgs, M. (2005). Assessing Leadership Styles and Organisational Context. Journal of Managerial Psychology, 20(2), 105-123.