Our lessons have been discussion points of not only what is the definition of leadership but also what are the traits that make up a great leader. It seems as though a leader can not only be defined by their abilities, but are also varied by the environments and situations they are placed in.
Expectations of a business leader are far different than the expectations of a police chief as a leader and that of the leadership skills a teacher may hold. Yet all hold some level of leadership skills in order to be successful in their day to day lives. I cannot imagine that we would want to see a police chief excited and smiling with enthusiasm about crimes rates and a teacher is expected to have with their students on a science experience.
A leader demands attention, though it is important that this attention remains positive. It is this charm, charisma, or extra-ordinary character trait that provide us with the confident to follow these leaders.
As people we define leaders by our own needs. If the leader we have does not fit our needs, we look elsewhere for guidance. For example, a military leader comes in the form of an officer. These officers would not be taken seriously as leaders if they chose to not make split-second decisions that effect soldiers lives in combat. And instead they decided to make decisions a day later; when it was too late.
Leadership has to come from somewhere.
Ashley Rotell says
I also believe there are many different forms of leaders. A leader must be able to adapt to the situation at hand. The roles in which a leader will play depends on the environment in which they are in.
I also feel that although a person who is a chief of police is going to be a different type of leader than a manager of a retail store, they all have to have one thing in common. They all have to have the ability to motivate people to get a common task done. A leader will not always have the same motivational tactics as the next leader, but that is where the definition of leadership allows for them to be able to do what works for them.
Monica Carol Hapsmith says
Hi, Brandi
I really enjoyed reading your post and I agree with you completely. I think you made a really good point that leadership cannot just be defined by a person’s abilities because different situations, or occupations, entitle you to have different attitudes. I like the example you provided using a teacher and a police office. Both people could be seen in a leadership role, but their attitudes are going to be totally different. I think this sheds a new light on the trait perspective because, based on situations like this, the two different leaders are going to possess completely different traits.
JEFFERY LYNN MCLAUGHLIN says
Brandi, your post nicely highlights the importance of context in understanding leadership. Not only do unique situations (e.g., job role) require different approaches to leadership, but different cultures have divergent expectations of leaders as well.
Hofstede’s cultural dimensions theory (2001) identifies two dimensions of national culture that have significant implication for the study of leadership in cultural contexts, as well as the study of cross-cultural leadership: power distance and individualism vs. collectivism. An ideal leader in a high power distance culture characterized by hierarchy and deference, may be far less effective in a low power distance culture characterized by interdependence between leaders and followers. The reverse may also be true. Likewise, in collectivist cultures, strongly independent leadership styles may not be effective. There’s an old Chinese proverb that illustrates this: the nail that sticks up gets hammered down.
I believe that, in our increasingly interconnected world, understanding the cultural context of leadership is vitally important.
Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions, and organizations across nations. Cultures Consequences Comparing Values Behaviors Institutions and Organizations across Nations (Vol. 2nd ed., p. 616). Sage Publications.
MEGAN NOEL DELANEY says
Hi Brandi,
We were in another class together either Spring 2013 or Fall 2012. My brain is fried, so forgive the fuzzy memory but I hope you’re doing well!
I wanted to comment on something I found interesting in your blog post. I like the concept of varied traits for varied jobs you mention. While our focus so far has been simply on the fact that there are certain traits that make good or bad leaders, we really haven’t talked much yet about the kinds of traits certain professions may require of their leaders in order to achieve their individual goals. So, I do think you’re right and to further this discussion, the different style of leadership (Laissez-Faire, Autocratic, Authoritarian, Democratic, etc) can all be effective or not effective at all depending not only on their professional environment but on the followers they lead. This to me, is what psychodynamic approach (in Lesson 3) is all about. In other words, know yourself and how you will effect those around you and you’re more likely to be a successful leader.
Good luck in the class this semester.
ADRIANA E CERROTTI OROZCO says
I agree with you Brandi, a leader must emerge from people’s needs and a specific situation to really succeed. Otherwise, he may play the role of a leader but not be one, as in the case of business managers, military leaders or certain bosses who are designated to leadership positions but are not always the right people to lead. Leadership is a very complex concept (Northouse, 2010, p. 1). So, it is easier to identify a leader than to point to universal characteristics of leadership. I am inclined to see leadership as a process, as Northouse defines it in his book Leadership (2010). And what I like about it, is that when leadership is defined this way, the potential of any person to become a leader presents itself as an available resource for anybody interested in using it (Northouse, 2010, p.5), and this is productive and positive. Some people are not interested in leading at all, but having that skill in hand it is always useful, because we never know when we may need it.
Northouse, P. G. (2010). Leadership: Theory and Practice (5th edition). Thousand Oaks, California: Sage Publication
STEPHEN MICHAEL VERIGOOD says
I am behind you completely on this. I do believe that what defines a leader in one situation is not going to apply to a leader in another situation. As you have mentioned, some choices that a leader makes (military) may have a life or death attached to it. I do not believe that there are one set of traits that define every single leader out there. There are many that go with majority of the leaders, but it all depends on the situation that a leader is placed within.