Leadership traits

Leadership traits assignment 2020

Introduction

This essay examines the leadership skills and traits of 3 different leaders in Australia. The leadership skill, along with the charismatic skill, participative skill, and a descriptive role is examined in this essay.

Bradford Banducci

Bradford Banducci is the CEO of Woolworth, a leading retail store in Australia. The participative role of the leader contributed to the growth of Woolworths that sells the best products to the clients.

Bradford was appointed as the CEO of the retail store in the year 2016, and since then has been really working hard to improve the brand name of the store.

In the participate skill of leadership, the ability of the leader to include subordinates in goal setting and meeting, problem solving, and team building are examined.

However, the final decision making ability is retained with the manager (Al-Mailam 2004).

In order to increase the staff involvement in the decision-making process and to improve the productivity, the leader introduced “equal employment opportunity.” As per this program, the managers and the team leader involved the staff to improve the diversity in the commitment level to meet the diversity issues.

The staffs were treated equal and a better pay structure to retain the employees was implemented by the management under the leadership of Bradford.

As a part of the participative leadership skill, the leader worked on improving the internal work culture of the company and provided a job security.

This lead to a healthy work culture and environment that enabled the management and the staff to acknowledge different issues that prevailed at the workplace. Woolworths has operations in different places of Australia, and the management had to work on solving the diversity issues.

This enabled the management to win the trusts of the staff and introduce a fair and feasible work culture that motivated the employee to perform well (Dirks and Ferrin 2002).

Bradford worked towards introducing new measures to improve the internal work conditions and to provide maximum benefits to the community members.

This also included recruiting the disabled people and to provide maximum job related benefits to such members.

As an important part of the participative leadership skill, the leader examined the challenges involved in providing the best care services to the clients, issues faced while executing the works, and in developing and implementing new processes to improve the quality.

Staff involvement in building and maintaining the internal ability was monitored by the management. As per the management, these factors were considered to be the driving force that triggered the performances and encouraged the staffs to accept the changes, essential for the company growth.

The staff turnover was reduced by introducing the best employee beneficial programs that were developed and implemented to motivate the staff performances.

Employee involvement in improving the quality of services and in providing the best care services were highly appreciated by the management.

Through a developed process, the managers and the management designed a relevant process to improve the operational works and in tackling the challenges that existed at the time of improving the performances of the stores (Avolio et al., 2009).

Narendra Modi

Narendra Modi is the present Prime Minister of India. His leadership skill and vision to improve the economic and social position of the country successfully improved the Indian position in the international trade countries.

In this part of the work, the descriptive role of Modi has been clearly discussed. Modi is an experienced leader and uses exclusive skills and knowledge to draft and implement medium term and long term strategic plans.

While making the plans, the leader examines the short term and long benefits associated with the policy drafting and its implementation.

Modi believes in working from the ground level, as to highly contribute towards the growth and development of the Indian nation. He believed in interacting with the people, to discuss the future growth plan and developed an effective policy to implement the relevant strategies.

Narendra talks directly to the people and motivates them to do the right thing that would improve the economic position and the developmental strategies.

He believes in getting connected with the people, and in adopting the better processes that could benefit the people.

Modi believes that the civil servants in India are more capable of making the right business decisions and to influence the present situation of the people. This has been integrated as an important part of the strategic plans and developmental plans that contributed towards the growth of India.

The power of the authorities were decentralised which was also accomplished with accountability. Team  members are encouraged to improve the accountability of the members and to improve the overall condition of the people. He motivates the government authorities and others to work in favour of the people.

This attitude had actually encouraged foreign investors to explore the benefits associated with the leadership (Kouzes and Posner, 2008). He adopted a transparent method to commucnaited with the people.

In this process, he introduced benefits that were meant to provide the best care services to the people.

This was an important part of his strategic plan that was developed for the welfare of the people and the community. He motivated the people to work with each other, to make India a beautiful nation.

This was the biggest opportunity that created awareness amongst the people.

The descriptive role of the leader states that he is honest, well-prepared to face different challenges, willing to take new responsibilities, and an abled leader to tackle with the operational challenges.

Modi believes in getting the people involved in the task performances, which is one of the most essential part of the task execution. These factors or skills make the leader quite distinct and excellent in the task performances.

The leader has a strong persuasive ability that is used to encourage the people to work in accordance with the operational goals (Mayer and Gavin, 2005).

These factors made the leader different from others and a strong believer in technician cultural value and practices.

Narendra worked towards the problem solving, and one such step was with the step taken to demonetarisation. This policy was introduced to curb lac money policy that strongly prevailed in India.

Sachin Tendulkar

Sachin Tendulkar is one of the prominent cricketers on India. He began his sporting journey from the age of 16 years, and has never looked back.

As a leader he has always believed in adopting changes that would benefit the team. He was a key team player, who persuaded people to do the right thing to improve the operational works.

The leader is known for the personal charm that makes him distinct from the others. Such leaders are motivated by their own convictions and make higher commitments to achieve the operational goals (Yammarino et al., 2001).

Sachin had always a clear apprehension about the challenging work condition and encouraged the team mates to follow the right strategies to improve the performances..

This is one of the reasons that make the leader believe in making the changes essential to sustain in the competitive market.

He believes that no change at the workplace is possible without involving the workforce who is the assets for the company.

This requires the leader to interact with the people and understand the challenges that prevents the members from working in a better work condition.

He motivated the team members to perform well, and set out an example by making the right decisions.

This was the motivating factor that encouraged the team members to do right thing that improved the performances.

Sachin constantly interacts with the co-players and discusses the relevant challenges affected by the members. This assisted in winning the trust of the players and improves the confidence level at the playground.

As a part of the charismatic skill, the leader instructs the members and ensures that co-players follow the instructions in the right manner (Nusair et al., 2012).

With proper communication and analytical skill, the leader ensures to motive the people and encourage the staff to perform better at the workplace. This is the prime requirement to sustain as a successful leader in the new or the existing market.

The strategic goals and the expectations of the company are constantly discussed with the members or the staff.  Sachin concentrated on developing the best process and methods to motivate the players, and to deal with various challenges.

This requires the management to interact with the managers working in different departments and adopt the best process to deal with the operational issues.

As a charismatic leader, Sachin worked on developing new policies that would improve the play strategies. Through a developed process, the leader motivated the team members to work towards meet the team work and to work towards the goal achievement (Sarros, 2009).

As a leader he developed the skills required to handle the team and to overcome the hurdles.

This was the most crucial factor that enabled the leader to deal with various challenges that encouraged the members to improve the performances.

With this strategy, the leader earned a proclaimed position in the international market.

Conclusion

The leadership skills and traits are different for the leaders. These traits make the leader different from each other.

Leaders with different skills adopt different methods and processes to solve the business operational works.

The leaders adopt different methods to identity the issue and to solve the challenges.

Leaders believe in involving the staff to improve the business activities and to overcome the issues.

 References

Al-Mailam, F.(2004). Transactional Versus Transformational Style of Leadership: Employee Perception of Leadership Efficacy in Public and Private Hospitals in Kuwait. Quality Management in Health Care, Vol. 13 Mo. 4, pp. 278-284.

Avolio, B., Walumbwa, F. and Weber, T. (2009). Leadership: current theories, research, and future directions. Annual Review of Psychology, Vol. 60 No. 1,pp. 421-49.

Dirks, K., and Ferrin, D. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, August, pp. 611-28.

Kouzes, J. and Posner, B. (2008). The Leadership Challenge, 3th edition, Jossey-Bass, San Francisco, CA

Mayer, R., and Gavin, M. (2005). Trust in management and performance: Who minds the shop while the employees watch the boss?, Academy of Management Journal, October, pp. 874-88

Nusair, N., Ababneh, R., and Bae, Y. (2012). The Impact of Transformational Leadership Style on Innovation As Perceived By Public Employees in Jordan. International Journal of Commerce and Management, Vol. 22 No. 3, pp. 182-201

Sarros, J. (2009). Contemporary Perspectives on Leadership: Focus and Meaning for Ambiguous Times, Tilde University Press, Melbourne.

Yammarino, F.J., Dansereau, F. and Kennedy, C.J. (2001). A multiple-level multidimensional approach to leadership: viewing leadership through an elephant’s eye”, Organizational Dynamics, Vol. 29 No. 3, pp.149-63.

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