Integrity is very important in leadership traits. In the issues of effective leadership and power, Nye (2009) analyzes, “networks are replaying hierarchies, and successful leaders are using a more integrative and participatory style that places greater emphasis on the soft power of attraction rather than the hard power of command” (p.1). Nowadays, effective leaders set themselves as the center of the networks with soft power skills (e.g., vision, emotional intelligence, passion, open-minded, and communication). Contextual intelligence (e.g., a broad political skill that lets leaders to combine hard and soft power into smart power), Nye (2009) argues, “will be the key leadership skill in assessing systems, sizing up power relations, discerning trends in the face of complexity and uncertainty...” (p.1). In all, successful and modern leadership will put more upon soft power, however, the reward will belong to leaders with the contextual intelligence to manage the mixture of soft and hard power into smart power (Nye, 2009). Frank References Northouse, P. G. (2007). Leadership theory and practice (4th edition). Thousand Oaks, CA: Sage. Nye, J. (2009, February 18). Smart power. Leadership excellence, 26 (2).
Retrieved May 2, 2009, from EBSCOhost: Business source elite database.
Teamwork and team-building are both very central and critical tasks. As times are changing, leadership must change as well. Today’s organizations need a new generation of leaders (e.g., flexible, meet demand, and deal with change), Fink (2009) examines and suggests the best source of future leaders are employees inside the firm, and there are four significant types of leadership traits that managers should pay attention, such as: Inspirational motivation, intellectual motivation, individual motivation (set team goals and work together), and charismatic motivation (e.g., initiates a impression of urgency or determination and objective). All Fink’s leadership traits emphasize on the issues of motivation. At any rate, Fink (2009) argues “different types of leaders are needed in different areas… There is no [one size fits all] solution, either by functional unit or by leadership style” (p.7). I totally agree. In practice, what inspires or motivates a service division varies from what inspires a marketing team. Leaders not only would like accomplishment and success, but also concentrate inspire, lead, and motivate people.
References
Northouse, P. G. (2007). Leadership theory and practice (4th edition).
Thousand Oaks, CA: Sage.
Fink, S. (2009, March). Born leaders? Leadership excellence, 26 (3). Retrieved
May 2, 2009, from EBSCOhost:
Business source elite database.
Classic leadership theory discussion (Traits)
The characterization of leadership, Northouse (2007) claims, “is a process whereby an individual influences a group of individuals to achieve a common goal” (p. 3). This person not only inspires employees into higher levels of teamwork and collaboration, but also motivates workers to achieve an objective and leads the company in a way that creates it more cohesive and coherent with vision and strategies. He was our former general manager Ken Lee who carries out this process by applying his leadership traits and characteristics of intelligence, self-confidence, determination, integrity and sociability.
In term of intelligence, Lee is likely to have higher intelligence (e.g., great verbal skill, perceptual talent, and excellent interpretation and analysis) than other executives in the firm. Whenever we confronted complex issues or problems in production, he often helped and showed us how to solve the matters with steps by steps. He has strong problem-solving and social- judgment abilities. Intelligence has great effect on Lee’s ability and role for effective leadership. He was our best team leader and general manager.
In the subject of self-confidence, Northouse (2007) analyzes and claims, “is the ability to be certain about one’s competencies and skills” (p.19). In this case, Lee frequently demonstrated strong self-esteem, passion, and great self-assurance with the confidence and conviction that individual can create or make a difference and change. The question: How to be chairman or top leader of an organization? Parry (2009) examines it, and argues, “chairing the board effectively requires leadership through influence rather than command and control. It means getting good information prepared, ensuring all key points are raised and all voices are heard. Leadership is not to dictate answers but to make the team functional” (p.1). It is very true, self-confidence, influence, competency and skill are very important for leadership. At any rate, Lee initially opened two new product lines in our Marketing and Sales division, and set long-term directions and strategies for the organization.
His third trait is determination. Determination, as Northouse (2007) examines, “is the desire to get the job done and includes characteristics such as initiative, persistence, dominance, and drive” (p.21). Lee was proactive at all times, and was willing to uphold and defend himself. He has the ability to carry on or keep trying and stick with his objectives even in difficult situations. He was a great leader and showed excellent leadership and dominance at times and in cases that his employees require to be guided or directed. In the last recession, he first redesigned the products, cut the cost of production, and then opened up more new market areas. The company kept running well and achieved higher returns than others in the same industry even in the slow economy.
The fourth leadership trait is integrity. It is “the quality of honesty and trustworthiness. People who adhere to a strong set of principles and take responsibility for their actions are exhibiting integrity” (Northouse, p.20). As an executive and leader of the company with good records, experiences and business ethics, Lee not only inspired confidence or motivated in others (e.g., he was dependable, and could be trusted), and also made employees wanted to achieve high aims or objectives. Lamb and McKee (2004) reported, according to a research by the Hay Group, an international management consultancy, “there were 75 key components of employee satisfaction. They found that trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization” (p.1). Superior integrity of personality and spirit with moral management are very important in leadership attribute.
Last but not least, the final leadership trait is the sociability. It is “a leader’s inclination to seek out pleasant social relationships. Leaders who show sociability are friendly, outgoing, courteous, tactful, and diplomatic” (Northouse, p.20). In term of sociability, Lee has great interpersonal and communication skills with remarkable relationship with his employees (e.g., concerning for their well-being or needs). He was the best manager from all employees in the company for the last eight years until he retired. Sociability is very significant and essential for leaders. In all, increasing cost effective and efficient, improving the value of stakeholder (including employees, managers, investors, suppliers, governments, communities, and consumers), and advancing customer services and management excellence are the main goals and objectives of modern management and leadership.
References
Northouse, P. G. (2007). Leadership theory and practice (4th
edition).Thousand Oaks, CA: Sage.
Lamb and McKee. (2004). The two most important keys to effective
leadership. Retrieved April 30, 2009, from
http://www.nwlink.com/-donclark/leader/leadcon.html
Parry, R. (2009, March). How to be chairman? Retrieved April 30, 2009,
from ProQuest database.
It is true, nowadays, it is not easy or simple to develop a good leader, especially in term of high quality and business ethics with organizational and industrial declines. In a study of leaders’ behaviors (data collected from 85 companies) those outcomes in organizational failure and at last direct them to make a downsizing decision, Carmeli and Sheaffer (2009) report and argue, “both leadership risk-aversion and self-centeredness are significantly related to organizational decline. This results in intensified organizational downsizing” (p.1). In this case, major leadership traits of intelligence, innovation, self-confidence, determination, integrity and sociability are very essential and critical, especially in crisis or slow economy. We need leaders to lead us, and not just follow. References.
Carmeli, A., & Sheaffer, Z. (2009, June). How leadership characteristics
affect organizational decline and downsizing. Journal of Business
Ethics, 86 (3).Retrieved May 2, 2009, from
EBSCOhost: Business source elite database
Northouse, P. G. (2007). Leadership theory and practice (4th edition).
Thousand Oaks, CA: Sage.
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