Leadership Is a Process Essay

Pages: 11 (3349 words)  ·  Bibliography Sources: 12  ·  File: .docx  ·  Level: College Senior  ·  Topic: Leadership

SAMPLE EXCERPT . . .

The leadership of our organization was capable of taking risks as they had courageous patience. They simply kept at it. Considering the fact that people are not always receptive to new ideas even if it was sensational because it is often deemed impractical or unfeasible, our leaders were open to the idea of repeated attempts, endless demonstrations, and monotonous rehearsals before these innovations were accepted and internalized. This was made possible because they had some element of "courageous patience."

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Leadership is an essentially human business. Our leaders spent much of their time with others an addressing mess caused by other people and this is what deployment of self is all about. They were cognizant with the fact that management of self was very critical and without it they were likely to do more harm than good just like doctors medical intervention can cause side effects. Managers can cause problems and cure them in same breath. Most of our leaders emphasized their strengths but never gave credence to weaknesses they had. They did not however exhibit self-importance or egoistic self-centeredness. They never engaged in self-worship or cockiness. They simply showed self-respect. Our leaders recognized their inherent strengths while compensating for weaknesses they had. From the stories they told us over and over, they seemed to know what they were good at formative stages of their lives. Apart from that, they nurtured their skill with discipline (Bennis & Nanus, 1997). They were always eager to get feedback from their performance. They were also exceptional in every way. However, they never ignored limitations since their deficiencies broadened their leadership bases.

TOPIC: Essay on Leadership Is a Process That Assignment

The leadership of our organization had the capacity to discern the fit between one's perceived skills and what their jobs required. They were fully aware of the jobs that could fully exploit their strengths and when their unique qualities were no longer relevant for the organization. Their good timing was hinged on their capacity to discern the fit of strengths to needs than anything else. They derived self satisfaction from by working diligently with all their personal characteristics and potentialities (Goleman, Boyatzio & McKee, 2002) They were also good at their jobs because they had requisite skills. This made them to be proud of whatever they were doing. The leadership of our organization had a contagious self regard. Besides, they inspired us to achieve the impossible having been convinced that we couldn't fail. Our leaders had enthusiasm for people, spontaneity, imagination, and unlimited capacity to learn new behavior. This was a perfect show of emotional wisdom.

As employees, we were accepted as we really were as opposed to what they wanted us to be. They understood us on our terms and rarely judged us. They approached relationships and problems in terms of the present as opposed to the past. They were quite aware that we could learn from our past mistakes but preferred using the present as a take off point for trying to make fewer mistakes. To them, rehashing things that happened in the past had no value in our personal development. The same courteous attention that people around them enjoyed was also a stranger was also extended to complete strangers and casual acquaintances. They never took people who were closest to them for granted. They never allowed over familiarity to take control. They exhibited an inner ability to trust others even if doing so appeared dangerous. They never wanted to be always on guard as doing so had serious implications. The leadership was conversant with the fact that need for constant approval can a times be catastrophic and therefore did away with constant approval and recognition from others. It never mattered to them how many people liked them because their job involved taking risks and risks cannot be pleasant to everybody (Bennis & Nanus, 1997) . They cared more about the quality of work. The good guys are more likely to miss out on this one.

Our leaders put all their energies into the tasks they were performing and never thought about failure. Synonyms like mistake, glitch, bungle, false start, and mess were simply out of their vocabulary. To them, a mistake was just another way of doing things hence their resolve to make as many mistakes as possible to learn. They simply concentrated on walking the tight rope rather than falling. Our leaders never worried and whenever they made decisions, they appreciated the strong likelihood of going to be wrong. To them worrying was clear obstacle to clear thinking. Failure to them was beginning and a springboard to hope (Katzenbach & Smith, 1993). They believed in hanging in there whatever what. The leadership was and capable of for dealing with criticism. They were so receptive to criticism. Criticism, they argued, tested their foundation for positive self regard. It was evident that they believed in the fact that people fail in their own integrity when they stop to meet an attack. They therefore never stopped to meet the attack.

Despite the fact that they could as well ignore the attacks, they deemed it detrimental as that had a potential of leading to lack of integrity. The attacks simply made them capable of knowing how to handle situations. Somebody who has been accused of doing something he never did in actual sense will probably know not to do it. Accurate attacks are however very difficult to deal with. However, they make concerned individuals realize that whatever has been said is right and endeavor to correct them. Valid attacks gave our leaders an opportunity to complete their relationship with their own failing. Our leaders never received their reasonable failures with anger since the highest activity a human being can attain is learning and understanding hence the definition of work as solving a problem, designing or discovering something new, and exploring new space (Bennis & Nanus, 1997).

The leadership of our organization translated our intentions into reality. Our leaders did not however relinquish their power neither did we as employees continually challenge their authority. By empowering us, they reaped our efforts. Their leadership style pulled us instead of pushing us. This attracted and energized us to an exciting vision of the future. They motivated us through identification rather than through rewards and punishments (Bennis & Nanus, 1997).

Analysis of how two leaders perceive their roles

Depending on an organization a leader is working for, they may perceive their roles differently. However, the most fundamental role a leader plays in an organization is that of defining organizational goals, formulating plans, and organizing people to achieve the goals through execution of plans. Leadership task is therefore three dimensional as in integrates vision, strategy, and people. Vision has much to do with what to do and it includes determine the next product or feature. An organizational leader has to find new market for an organization's products and if possible adopt the use of new technology.

Strategy articulates an organization's plans. Strategy has much to do with achieving vision. Leader's plans and strategies must demonstrate their knowledge of the job and skills. They have to restructure that particular organization, engage in product management, and do a lot of strategic management. It is the people who carry out the strategy. A leader's contribution is very important in this perspective because it is them who provide inspiration and motivation other than establishing relationship. This they should do by intelligently using power and position of leadership. A leader's decision making capability bridges these three job functions. He has to effectively choose these alternatives. Leaders have to adapt to changes in their organization because their roles keep on changing.

To develop into leaders, organization's leaders developed an interest in empowering the people they lead to make a difference. They were guided by the qualities of the heart, by passion and compassion, as well as the qualities of the mind. Many who had natural leadership gifts, had to fully develop them to become outstanding leaders. They had to use their natural abilities but also recognize their shortcomings. They subsequently worked very hard to overcome such shortcomings. Their leadership was characterized with purpose, meaning, and values. Their relationship with people was enduring. Their subjects simply followed them because they knew where they stood. They were consistent and self-disciplined and hardly compromised even when their principles were put to test. Moreover, they were dedicated to developing themselves because they knew that becoming a leader took a lifetime of personal growth. They were much aware of the fact that leaders were different people and never bothered to emulate characteristics of other leaders and doing so would lead to imminent failure.

The leaders were their own person, autonomous, and independent. They were never responsive to the ideas of others as this would make them deviate from their course and fret making difficult decisions for fear of offending others. As a leader they perfected the art of being a loner to avoid being swayed by the pressure.… [END OF PREVIEW] . . . READ MORE

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