Assignment Sample on C11LD Leadership
Answer to Question 1
- A) Inclusive leadership
Inclusive leadership refers to managing the capacity of a group of people and on the other hand, inclusive leadership leads to the heterogeneous character of the group. The uniqueness of the group is considered and this makes a bias-free way to achieve success. authentic leadership style is considered a unique style that rules out discrimination (Randel et al, 2018). Also, this rules out favor based on, race and color of an individual. Inclusive leadership focuses on protecting the characteristics as well as this empowers the employees to feel valued for their own input in an organisation.
The potential challenges a model of inclusive leadership in an organisation
There are multiple common barriers that an organization can face by implementing inclusive leadership as the efforts and ability of a company can get affected.
Threat of loss
Go through financial loss by implementing this inclusive leadership because this provokes to reduce diversity in the work environment. Hence the efforts of diversified talents are not visible in the diction-making process of an organization (Javed et al, 2019). On the other hand, there are potential barriers in employee awareness and the psychological factors get prioritized. Human nature is associated with inclusive leadership where unwanted bias such as “like me” factors can leave a negative impact on the organitons. Also, the companies are not able to address the barriers at the beginning, and inclusion gets enhanced. As a result, the organization faces a high risk of facing financial loss.
Ethnocentrism
Here the recruitment process gets affected as well because the human resource team mainly concentrates on the candidates who have similar characteristics to existing employees. As a result, there is an unwillingness to the individuals from different backgrounds. Ethnocentrism creates a homogeneous work environment in the organization. The companies here believe in the ideas of individual groups. the power to diminish inclusion opportunities for older employees, staff with disabilities, female workers as well as minority groups. As a result, there is a gap in the fulfillment of the organizational short team goals (Javed, Khan, and Quratulain, 2018). On the other hand, there is a lack of career opportunities for the people associated with the organisation. Again this could lead to organizational loss. Based on different organizational structures, applying this inclusive leadership can make the employees angry and anxious which leads to employee dissatisfaction and organisational dysfunction. As ethnocentrism focuses on the native regions and the cultural norms, there exists a negative attitude among the employees and prohibits the success of the organizations.
Benefits of applying a model of inclusive leadership in an organisation
The authorities of an organization may include personal beliefs regarding inclusive leadership implications.
Maintains equality
There is a belief regarding making a smart team where equality is maintained among the employees. Maintaining equality at the workplace helps to make better decisions for the betterment of an organisation. the belief in inclusive leadership has several positivities as the discrimination gets reduced (Bourke, and Titus, 2020). On the other hand, there is motivation among the existing employees as well as job satisfaction. The belief of inclusive leadership in hands organisational productivity by making a smart team.
Authentic communication
Inclusive leadership helps to minimise barriers among the employees where an individual hesitates while talking to coworkers. as there is a lack of cultural barriers the employees feel open to talking with their higher authority. As a result, there is the existence of authentic communication in the workplace. Due to this factor, more unique solutions can be expected from the employees and on the other hand, during a risk full situation there can be effective solutions for problems. There is a lack of critical things among the employees regarding skill gaps. As a result, the employees can walk freely and employee sustainability gets enhanced.
Fair judgment
The belief in inclusive leadership leads to fair judgment at the workplace. Here the male and female employees are treated equally and on the other hand their salary, promotions are claimed equally. Every individual gets equal priority and by good judgments the organisational plans are done carefully. as a result, there can be better financial gains (Tran, and Choi, 2019). Organizational goals related to customer satisfaction can be achieved as well. Where it is believed that their judgement can be helpful for a better decision-making process and it results in a lack of failure for future projects. Also, the employee stress gets reduced and the Organisational relationship bonds are celebrated.
- B) The importance of individuality in the workplace
Individualism at the workplace refers to self-reliance. Here, an individual employee’s personal success matters the most rather than the success of a group. There is the importance of individualism at the workplace because this enhances competition among the employees. Also, they are able to enhance their personal skills for better organisational performance. Individuality at the workplace encourages an individual for the success of their entire team. Also individuality provides freedom to an individual employee to feel free for their job role. Here they became dominant and also they feel important in an organisation. As a result, this individuality in the company helps to build a better workplace by enhancing social importance where a person is willing to achieve their own goal along with the goal of developing others. An individual encourages themselves and keeps a mindset of receiving public recognition, success, and receiving awards.
Relationship of Individuality to leadership.
Leadership and individuality are related to each other because Individualism is essential for leadership. In an organisation the number of employees is instructed by an individual leader. Hence it is important for the leaders to give their best for the benefit of each employee in a group. effective leaders can successfully bring out the best of team members and as a result, the organisation can achieve success. A leader can improve the work environment in a team. By identifying the individual skills, the leaders can provide specific job roles to the Employees. As a result, there is a lack of confusion regarding projects and there is a lack of risk in organisational performance. Effective teamwork can only happen when there is the contribution of every individual. It is important to gather common goals. Individualism helps a leader to bring all the members together and make the organisational goal of their own. In the end the relationship of Individuality to leadership plays a key role by overlooking the effectiveness of the team and they are encouraged for a particular work.
Answer to Question 4
- A) The importance of authentic leadership
The success of leaders starts with authenticity as the leaders do not compromise with their personality and value. Authentic leadership is important because the people in an organisation trust their leaders and as a result distrust makes it possible to get activities done. Here the leaders stay clear regarding the essential facts of building trust among the mentor and mentee. Beta organisational behavior can be observed as true authentic leadership as there is the existence of good judgments. authentic leadership helps the organisation to be more organised by enhancing honesty at the workplace (Gill, Gardner, Claeys, and Vangronsvelt, 2018). Studies have found that organisations with authentic leadership are able to enhance employee motivation as well as employee engagement. Psychographically it is able to make a safe culture at the office and authentic leadership is also recognised. The disruptive factors at the office along with negative force, distrust and at the end this reduces uncertainty.
Potential benefits
There is a potential benefit of authentic leadership as this works on the side of authentic leaders. In this leadership, the leaders walk with their minds and heart. hence the entire attention goes to the organisational activities and the betterment of the team. The loyalty of team members enhances the organisation as well as their leaders. as per potential benefits the employees stay motivated throughout their journey. Also, the staff is able to improve their existing skills and on the other hand, the leaders help them to adopt new skills. Here a leader became a role model for the members and this improves the relationship between the coworkers. There is more respect and trust among both parties. here the team members trust the leaders and their judgments (Lee, 2018). The decisions of the leaders are prioritised and on the other hand, there is more value and belief. All of these factors help to improve organisational activity and the success factors of a project get enhanced.
Relevant theories of authentic leadership with example
Emotions
Authentic leaders focus on the emotional factor of the team members. The leaders listen to the emotional facts of an individual and provide support with empathy as well as make them get rid of their current condition.
Self Awareness
Authentic leaders are self-aware where they think before taking any decision. The leaders always evaluate their actions before going to a conclusion. Also, the weaknesses, as well as strength of an individual, is highly considered for making decisions. The abilities of an individual leader are mostly prioritized for final implication.
Long Term Focus
Here the leaders are very practical in life and they think for the long term. The short-term goals are not their main focus. Authentic leaders make decisions for long-term success and they implement actions that will leave a positive impact in the long run.
Integrity
The authentic leadership Theory revolves around the integrity of the leaders. Here the truth mostly matters for the leaders (A Megeirhi et al, 2018). The respect that the leaders gain is for their integrity and it is easy for subordinates to trust the leaders who have integrity and who are honest.
Vision
Authentic leaders are incomplete without a proper vision and purpose for their existence. There are examples of authentic leaders in history who had lofty goals. The mentors have the potential to achieve their vision and they help others to fulfill their goals.
Fair listening
Authentic leaders listen to others and the opinion and views of their team members so that a better solution can come. Here the leaders are open to hearing about the critics. constructive criticism is always prioritised by authentic leaders. On the other hand, the leaders are willing to change their opinion in case there is any merit in arguments.
Transparency
Authentic leaders are well known for their ability to make free communication with justice and empathy. Here the public personalities of a leader as well as the private personalities of authentic leaders are identical because an individual is not afraid of showing their real side. Here are the leaders able to provide equal value to everyone.
Consistency
This is one of the key characteristics of authentic leaders as they don’t change their trends. Authentic leaders do not get influenced by others and they stick to their own decisions. The values and personality Of an individual leader matter the most. As a result, there is unchanged criticism, failure as well as space for success.
As an example, Martin Luther King Jr., Nelson Mandela, Mahatma Gandhi Can be identified as authentic leaders as they stick to their own decision till the end and make an effort for themselves and others to achieve goals. On the other hand Warren Buffett can be another great example of an authentic leader as he hasn’t resorted to superficial facts as well as immoral means to achieve wealth. He has a reputation for making the Berkshire Hathaway empire by considering integrity. At the end of his life he has donated his wealth for society which can be a great example of authentic leadership.
- B) the relationship between Leader-Member Exchange Theory and authentic leadership
The leader-member exchange (LMX) theory Mainly focuses on dyadic, hence the two way relationship between the followers and leaders (Yıkılmaz, and Sürücü, 2021). On the other hand authentic leadership refers to the management style that helps to build strong relationships among the leaders and followers by maintaining transparent behavior. Both the theories are related to each other as strong relationships leave positive influence at the workplace as well as the performance of the team gets improved through the help of good behavior of leaders. According to leader–member exchange theory a strong attachment can be built among followers and leaders through strong emotions. Similarly, authentic leadership looks forward to the benefit of followers. Both of these theories are related to each other because emotions are a common factor that helps to make relationships strong. As a result, both of these theories help to influence organisational performance by motivating the employees.
Answer to Question 6
Justification of the statement: ‘Leadership is about relationships not about outcomes’
Theories and models
Great Man Theory
The great man theory of leadership is the idea of the 19th century. According to this theory the leaders are born with their leadership characters and this makes them different from others. In the pages of history, there are names of Mao Tse Tung, Mahatma Gandhi, Abraham Lincoln, Kamal Ataturk who are drawn as great leaders. This Great Man Theory explains that leaders can not be made and the leaders have their natural characters that highly influence others (Kharkheli, and Morchiladze, 2020). Based on this great man theory of leadership the leaders need to have intelligence and charm. Also the leaders need to encourage others with a positive aggressiveness which can be identified as a passion for achieving something. All of these characteristics influence others and motivate them to do better. Leaders like Mao Tse Tung were able to build a social influence on society and this is a type of relationship building that helps to bring changes. Hence according to theory this above statement can be justified that leadership is about relationships and not about outcomes.
Trait Theory
Trait theorists explain the personality of an individual by identifying their behavior as well as the characters of an individual. This theory is also known as dispositional theory. This model of leadership is mainly the study of the personality of humans. On the other hand, this theory helps to measure the traits that involve emotions, thoughts as well as the behavior of the leaders That helps to build relationships with others. Effective traits of this theory traits are aspects of an individual personality and on the other hand this is the dependence of stability based on the influence behaviour as well as the situation (GuramatunhuCooper, 2017). Trait is mainly a contrast of mental state that is more transitory. There are trait dimensions as well, where this theory can be psychology explained as the ideas of an individual can be different from the others and here strength of individual matters the most. Based on an individual’s thinking and behavior there can be liking and disliking factors among the team members in an organisation. Though the final decision will be made based on the strength of leaders and the choice of others would not be valued much. Again through the help of this theory it can be justified that leadership is all about relationships and not about outcomes.
Situational Theory
Situational Theory of leadership refers to the leaders who are open to adopting various styles of leadership based on the situation that arises. Also this theory is modified as well as developed based on the team members’ activity. Situational leadership Theory provokes the leader to adopt new features for the benefit of the team as the need of the team is identified. As a result, the organisation became well-balanced. Institutional leadership Theory the leaders tell and others follow. Here the main decision is taken by the leaders in an organisation and on the other hand the leaders motivate and encourage the team members (Thompson, and Glasø, 2018). In the second level of this leadership the leader sells as they offer constant supervision for the group and also the leaders provide judgment. Suggestion and new ideas are from the coworkers as well But the final decision will be made by the leader.
The leader’s advice matters the most as the leader ensures they are getting the best quality out of a team. Here the objectives and motivation towards a project or organisation of success became the same for every individual. At the 4th Stage the leader delegates and here it is essential for the mental to know regarding how to delegate work to the group. During this 4th Stage the leaders become mature and make decisions clearly by explaining everything. Here I agree with the fact that during all the stages the leader is able to establish relationships with their team members by knowing them (Wuryani et al, 2020). Without being in a corporate relationship an individual leader can’t make decisions for the employees based on their skills. To receive the best outcomes of a project it is important to discuss with the crew regarding the issues. Hence it is important to establish relationships for reducing gaps in communication and identify the success factors.
Behavioral Theory
The statement ‘Leadership is about relationships not about outcomes’ can be justified using behavioral leadership theory. According to the behavioral Theory of leadership, a leader’s success is based on the way their attitude is expressed. It is more about the natural attitude of the leaders where observation, as well as evaluation of leaders action, are key focus. This theory focuses on the way a leader reacts during a situation. According to behavioural theory they shed light on the leader’s assumption and style (Kalra et al, 2020). This leadership theory is also known as style theory. This theory explains that leaders can be created on the basis of learnable behavior as this reflects on organisational performance. The best outcomes can be possible if there is cooperation, coordination and likelihood among the coworkers. If there is demotivation, conflict and hatred among the team members that it would not be the success factor of an organisation. Leaders are the key person who stays close to their team members and know an individual in the most effective way. The exact fact that I would like to agree with is establishing relationships with people is one of the most important factors that helps to get the best outcomes.
References
Randel, A.E., Galvin, B.M., Shore, L.M., Ehrhart, K.H., Chung, B.G., Dean, M.A. and Kedharnath, U., 2018. Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), pp.190-203.
Javed, B., Abdullah, I., Zaffar, M.A., ul Haque, A. and Rubab, U., 2019. Inclusive leadership and innovative work behavior: The role of psychological empowerment. Journal of Management & Organization, 25(4), pp.554-571.
Bourke, J. and Titus, A., 2020. The key to inclusive leadership. Harvard Business Review, pp.2-5.
Tran, T.B.H. and Choi, S.B., 2019. Effects of inclusive leadership on organizational citizenship behavior: the mediating roles of organizational justice and learning culture. Journal of Pacific Rim Psychology, 13.
Javed, B., Khan, A.K. and Quratulain, S., 2018. Inclusive leadership and innovative work behavior: examination of LMX perspective in small capitalized textile firms. The Journal of psychology, 152(8), pp.594-612.
Gill, C., Gardner, W., Claeys, J. and Vangronsvelt, K., 2018. Using theory on authentic leadership to build a strong human resource management system. Human Resource Management Review, 28(3), pp.304-318.
Lee, C.S., 2018. Authentic leadership and organizational effectiveness: The roles of hope, grit, and growth mindset. International Journal of Pure and Applied Mathematics, 118(19), pp.383-401.
A Megeirhi, H., Kilic, H., Avci, T., Afsar, B. and Abubakar, A.M., 2018. Does team psychological capital moderate the relationship between authentic leadership and negative outcomes: an investigation in the hospitality industry. Economic research-Ekonomska istraživanja, 31(1), pp.927-945.
Yıkılmaz, İ. and Sürücü, L., 2021. Leader–member exchange as a mediator of the relationship between authentic leadership and employee creativity. Journal of Management & Organization, pp.1-14.
Kharkheli, M. and Morchiladze, G., 2020. Issues to be considered during developing leadership skills.
GuramatunhuCooper, N.M., 2017. Theory leadership from Africa: Examples of trait theory. In Global and culturally diverse leaders and leadership. Emerald Publishing Limited.
Thompson, G. and Glasø, L., 2018. Situational leadership theory: a test from a leader-follower congruence approach. Leadership & Organization Development Journal.
Wuryani, E., Rodlib, A., Sutarsib, S., Dewib, N. and Arifb, D., 2021. Analysis of decision support system on situational leadership styles on work motivation and employee performance. Management Science Letters, 11(2), pp.365-372.
Kalra, A., Agnihotri, R., Singh, R., Puri, S. and Kumar, N., 2020. Assessing the drivers and outcomes of behavioral self-leadership. European Journal of Marketing.
