Holistically, having learned about a variety of leadership theories and models, I have gained a broader sense of how others around me may see things. The leadership theory that I connected most with personally has been the contemporary theory of ethics. This theory resonated with me the most as I am interested in understanding the different ways that people may behave and see their environments. As someone who strives to be a competent leader in the industry, it has been beneficial to learn the different methods one can approach that and different aspects I should consider as I interact with my constituents.
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As with transactions when purchasing/selling products, transactional leadership can be envisioned through give and take relationships or quid-pro-quo characteristics. Leaders with these characteristics expect workers to perform well as they should due to the employee-employer contract. The company pays the worker to perform and they perform. One example I can think of in my life that resembles transactional leadership is my older brother (if I could even ever consider him a leader). Once he has an idea of what he should do and what the other person working with him should be doing, he expects tasks to get done without any further depth into the relationship between those involved. "You do this, and I do that."
Kristen's blog site is deserving of recognition as it is visually appealing with a professional photo, clean setup, and relatable hospitality symbolism as background with pineapples. Her professionalism shows in the first paragraph of her bio in the main page, but then the tone switches to one of humility in the second paragraph where she is more open about her personal life. This kind of transparency and embrace of optimism sounds like the kind of leader I would like to work with. Her main page sets high standards as to what the remainder of her blog should look like, but it lives to par. The same professionalism and openness can be found throughout Kristen's different tabs and in her blog postings. Your optimism is what truly spoke to me and something I wish I might be able to emulate in my own character. Props to you, Krissy. Jim Collins speaks of level 5 leaders as simultaneously expressing humility and professional will. It takes great maturity to develop said characteristics. With this expertise, it is hard not to consider the environment in order to assess how to act as a leader. It takes a level 5 leader to identify the situation, understand the follower, and modify their actions and style to best reach the goal. It is the humility of a level 5 leader that allows them to empathize with their employees' needs, commitment, and competency to use this information and cater to their needs. Without the professional will, a level 5 leader would not be credible enough to be listened to or taken seriously. It truly is a level 5 leader who can best assess a situation and cater styles to the environment.
As Blanchard suggests, certain scenarios and staff situations require certain leadership methods. Operations run more smoothly and and staff feels more comfortable when leadership methods match external situations.
I experienced a great match in my current job as a Food Runner at the Grant Grill inside the US Grant Hotel. As I was training and barely learning my job, I had very little competence to do my assigned tasks, but I was extremely committed to learning my job and performing well. This required directive leadership behaviors and that is what I received from my coworkers and Chef Mark especially. I was told exactly how to do certain tasks and no one truly bothered with getting to know me or becoming my friend. Everything was about me learning how to work properly and for me to know what I should be doing to make work flow smoothly. Once I became competent and still had willingness to work and learn was when my colleagues began opening up and becoming more friendly with me. I appreciate that they were able to be directive when it was most necessary and are now less so as it is not necessary. On the contrary to most of my colleagues and chefs, one manager in particular is constantly micro-managing. This is not occurring solely to me as a new hire, but veterans experience it as well. Micro-managing would be efficient perhaps in a similar situation as aforementioned, however not when staff knows how to do their job and what works while they are still committed to getting the work properly done. In these situations, delegating leaders are more suitable, but a directive micro-manager is a huge mismatch that throws the team off. Moods change when this manager is present and work is not done as comfortably as it could be done without someone breathing down our necks. This mismatch is an inconvenience and a detriment to the work environment since the external factors do not require such leadership behavior at the time. Surely, there is a time to act in such a manner, but it is currently not the case. After reading and discussing about different leadership theories, I have concluded that none is the right one while they are all right at the same time. They are all equally compelling to their perspective audiences. Surely, there are people who believe in one theory while others believe in another. This all simply goes to prove that each individual is unique and will act in whichever way they deem necessary/best. A good leader is imagined differently by different people and thus every leader must be a good leader in their own right. Just make up any theory to support it and anyone can be a good leader. Belamy from the show, "The 100," has demonstrated both roles of behavior-based leadership. In the beginning of the series, Belamy took charge of a group of survivors as leader. He led by delegating tasks and dividing labor as he saw necessary. Titles, relationships, and friendships meant little, work needed to be done and he ensured it. He hurt the feelings of those who took his leadership style personally, but he did what needed to be done in order for the group to survive.
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