All entries for March 2014

March 29, 2014

'Transformed' in order to 'Transform'.

This topic looks so funny to me but this is one thing i have learnt from the whole transformational leadership theory. i guess when scholars were looking for a name to give the next in line to the various endless leadership theories, the first thought that came to their mind is that unless an indidvidual can transform himself there is no way for such a person to transform an organisation where he leads or even a country.

Transfroming onselves for this theory goes beyond being self aware, its all about how do i get the best out of the people i lead and out of oneself so as to reach a desired and common purpose. when a transformational leaders ask this questions, i have come to realise that it not only helps the person to be more aware of oneself but helps the leader to transcend beyond the usual i.e leaving any form of vested interest aside for the good of others and the good of the institution he leads.

This is hard in reality because as humans we all think about ourselves first before others but inorder to be better leaders anywhere we find oursleves i think we have to keep vested interest aside.Transformational leadership is the key to any sucessful leadership i say!!!


March 16, 2014

Management and Ledership

Reflecting on a scene from my childhood Alice in Wonderland movie where Alice met the rabbit and was asking what door to go through and the rabbit asked her what direction is she going and she replied that she doesn’t know and the rabbit told her to take any door then since she doesn’t have a direction. The same thing too applies to a management leaders who wants to transcend the vision of the organisation. If a leader doesn’t have a direction for the organisation then any path the organisation goes through is fine. Most leaders who fall under this category are the laissez Faire leadership style. Management and leadership are concurrent in nature. For any leadership to be successful, it needs management skills and for any management to be successful its need full leadership skills. When an organisation have the perfect strategy or vision it wants to implement it doesn’t just need an ordinary leader to bring those vision to pass but a leader who can achieve those purpose by transcending the whole organisation. A leaders journey isn’t just picking up leadership skills along the way but also management skills is also essential to lead change and maintaining a balance between this two is also important i.e knowing when to use either of the skills to influence result


'Carrots and Sticks' Style

I came across and adage that says “what get measured gets done”. This is the watchword of a leader who adopts the carrots and stick approach in particular the Transactional leader. One can’t deny the fact that in some context it might be ideal especially from my past experience in organisation I witness a lot of leaders either directly using this style or indirectly and they have achieved the desired result. Reading through the transactional leadership style, the thought that came to my mind was that how sustainable is this approach in driving an organisation towards its long term goals and vision?

I learnt during the module that is either you treat your employees as an asset or view them as just human resources or I think any organisational leader that adopts the transactional approach is likely to view employees as human resources.

A transactional leader who is notable for is carrot and stuck approach either offers his employees some nice carrot if they perform above his expectation, don’t offer them carrot if they perform within expectation; (thinks after all it’s their job) then offers them a ‘wide variety of stick’ (public scolding or shows them the fire exit) if they don’t perform up to expectation. As easy as this approach tends to provide a short run success but not a long run sustainability of such an organisation. Personally I believe that if a leader is to adopt this approach, he should use various reward medium from group reward to a simple thank you and respect, then the stick approach should be a last resort when all other corrective effort have failed and should be used in such a way that it won’t be glorified to become a watchword for employees.


March 13, 2014

Authenticity in Leadership

When someone buys a product we first check to see whether it fulfils our quality standard and we use it to see if it’s a product we can rely on i.e. ‘it does what it says it can do without doing otherwise’. This is what I would like to describe as authenticity in leadership.


A leader wants to be perceived by his followers as authentic. Followers tend to lack trust in their leader when they perceive all his act is a façade. From my little knowledge, I believe in organisations today , most followers are being betrayed by their leaders, it’s so hard to give respect so much to someone only to find out one has been sleeping under a burning roof. This tends to affects the productivity of followers because why would I work for someone I can’t trust at the end of the day. Effectiveness is all about also being authentic as a leader and Authenticity leads to integrity in leadership. Reflecting on the Enron business and its scandal I just thought that an organisation can have all the best processes in the world, but the personal integrity of the individuals and the leaders in the business is the key I guess this was what led to the fall of Enron. I believe that GE was able to achieve greatness because of the authenticity of their leader and CEO Jack welch. He was the kind of leader who wasn’t afraid to show who he was and what he wants for GE and pursuing those interest by all means by being true to his followers. If a leader isn’t authentic enough not only does he loses the trust of his followers but his whole vision and purpose in his leadership role seems pointless.


March 02, 2014

Lessons in Ethics

Ethics is something I have had to try to understand over and over the years. I come from a culture where organisations acclaim values doesn’t match their ethical standards.

At the root of every high or low ethical standard in an organisation lies the leadership of such an organisation and also at the root of that leadership is the individual. Looking back at some organisations in my country and wondering what could have been the common cause of unethical behaviours that often exited organisations out of business and competition. But from what I have learnt so far in my leadership module this week, I could see the role a leader play in shaping an organisational ethics and this starts from the ethical stance of the leader as a person. I have learnt that if as an individual if we don’t stand for something, we would fall for anything and this all goes back to our values. If we don’t figure it out and stand for something as an individual then when we becomes leaders it’s going to be more difficult because the pressure to succumb would be higher. Our ability to translate our values into our ethics and act in line with them would determine the way we conduct the affairs in our lives which at the end of the day would also determine the course we are going to take on as a leaders of teams and organisation.


March 2014

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