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Change-Oriented Leadership
アイデア
In all spheres of everyday activity, one can find various supervisors, chiefs, managers or top executives. Whether it is a school project or a business affair – somebody who is leading and controlling is always there. The role of leaders is essential as they guide people and make them work effectively. Different situations demand diverse methods and styles of management: in one case, head’s requirements should be harsh while in the other case, he/she has to get in subordinate’s position. Thus, one can distinguish several styles of leadership, which people face and use in their daily routine. The aim of this essay is to show the differences between styles of leadership on the example of the supervisor in children summer camp with who I used to work as an assistant. My supervisor used the following leadership styles: charismatic, transformational and transactional ones.
Charismatic leadership involves person’s ability to inspire and motivate other people to reach heights while being committed to the common good. The heads who use this style of leadership normally rely on their charming personality and the ability to persuade people. Pamela Spahr writes that charismatic leaders are devoted to the things they do, and their convictions lead them in all everyday activities. Such people are very good communicators and, furthermore, they consort with their followers on a deep emotional level, so become extremely needed in times of crisis. Such charismatic leader I met in a summer camp. On the first meeting of the camp’s participants, Tom (the supervisor) declaimed very inspiring and motivational speech. He exhorted everybody to unite for one goal and did it so good that I felt as if we were doing some global world-changing things but not just trying to win a volleyball match in a local summer camp.
Transformational leadership is a style of leadership where the head clearly understands the necessity of change and guides people to execute it. According to Hall et al, “transformational leadership is the ability to make people want development, improvement, and subordination.” People with transformational leader’s features normally find a personal approach to everybody, motivate participants to commit to the vision of organization or project, and, lastly, make great solutions for the common benefit. Moreover, Hall et al. (n. d.) notice that such managers encourage innovation and creativity in work team as well as do their best to solve problems in the most productive way. Transformational leaders are rather democratic ones as they listen to every person’s point of view and try to develop a spirit of cooperation. In the case of camp life, Tom was, undoubtedly, transformational leader. For instance, there was a time when I prepared a competition for children but they did not want to take part in it.
While none of my motivators worked, Tom’s ones helped to solve the problem in five minutes. His talent to listen to everybody and find appropriate words for each person amazed me. Moreover, Tom participated in the competition himself and, thus, showed a good example for every camper.
Transactional leaders are people who do not aim to change the future but insistently work to keep things the same. Such heads search for faults and deviations in subordinates’ work and focus on the role of supervision. Furthermore, they aim to manage workers through both rewards and punishments. Odumeru and Ifeanyi admit that transactional leaders are more concerned with the process rather than ideas of future. They are also in demand of emergencies, which presupposes that things should be done immediately. Consider Tom, being a man of strategies and prospects, he had the least success in the transactional leadership. The only thing connecting him with this leadership style was his incentives for a great job.
In conlusion, my supervisor Tom successfully used a combination of charismatic, transformational and transactional styles of leadership during his work in the summer camp. With his own example, Tom proves that successful leader cannot simply choose one of leadership styles and blindly follow it. On the contrary, if anyone wants to reach heights in management, they have to take the best from each leadership style and apply it on practice. Good leaders always serve the guarantee of a good result. Therefore, if one becomes truly good leader, they will benefit not only oneself but also the whole community.
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Charismatic leadership involves person’s ability to inspire and motivate other people to reach heights while being committed to the common good. The heads who use this style of leadership normally rely on their charming personality and the ability to persuade people. Pamela Spahr writes that charismatic leaders are devoted to the things they do, and their convictions lead them in all everyday activities. Such people are very good communicators and, furthermore, they consort with their followers on a deep emotional level, so become extremely needed in times of crisis. Such charismatic leader I met in a summer camp. On the first meeting of the camp’s participants, Tom (the supervisor) declaimed very inspiring and motivational speech. He exhorted everybody to unite for one goal and did it so good that I felt as if we were doing some global world-changing things but not just trying to win a volleyball match in a local summer camp.
Transformational leadership is a style of leadership where the head clearly understands the necessity of change and guides people to execute it. According to Hall et al, “transformational leadership is the ability to make people want development, improvement, and subordination.” People with transformational leader’s features normally find a personal approach to everybody, motivate participants to commit to the vision of organization or project, and, lastly, make great solutions for the common benefit. Moreover, Hall et al. (n. d.) notice that such managers encourage innovation and creativity in work team as well as do their best to solve problems in the most productive way. Transformational leaders are rather democratic ones as they listen to every person’s point of view and try to develop a spirit of cooperation. In the case of camp life, Tom was, undoubtedly, transformational leader. For instance, there was a time when I prepared a competition for children but they did not want to take part in it.
While none of my motivators worked, Tom’s ones helped to solve the problem in five minutes. His talent to listen to everybody and find appropriate words for each person amazed me. Moreover, Tom participated in the competition himself and, thus, showed a good example for every camper.
Transactional leaders are people who do not aim to change the future but insistently work to keep things the same. Such heads search for faults and deviations in subordinates’ work and focus on the role of supervision. Furthermore, they aim to manage workers through both rewards and punishments. Odumeru and Ifeanyi admit that transactional leaders are more concerned with the process rather than ideas of future. They are also in demand of emergencies, which presupposes that things should be done immediately. Consider Tom, being a man of strategies and prospects, he had the least success in the transactional leadership. The only thing connecting him with this leadership style was his incentives for a great job.
In conlusion, my supervisor Tom successfully used a combination of charismatic, transformational and transactional styles of leadership during his work in the summer camp. With his own example, Tom proves that successful leader cannot simply choose one of leadership styles and blindly follow it. On the contrary, if anyone wants to reach heights in management, they have to take the best from each leadership style and apply it on practice. Good leaders always serve the guarantee of a good result. Therefore, if one becomes truly good leader, they will benefit not only oneself but also the whole community.
Stacy Colins is a talented writer at nursing research paper help https://specialessays.com/buy-a-nursing-research-paper/
