Leadership

PSYCH 485 blog

Double duty

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Transforming someone while being the head of a company or school is not an easy task. Has anyone ever thought of how hard it is being a Transformational leader? I have always asked myself how they do it. I have viewed my great teachers as incredible leaders because it is somewhat of a double duty Job! I always have thought that the sacrifice one puts in at the begging as far as time and money, will always come back. Scientifically Transformational Leadership could explain my thought.

Burns describes leadership as different from power because it is inseparable from followers needs. (Northouse, 2016, pg,162) Therefore, my thought that you need to be conscious of the people around you and that trying to make it alone takes the task of having fellow ship away, but having the trust of followers makes a leaders work even harder for a result that at the end is profitable in many ways. I believe that a leader in a business situation for example is already burdened by meetings, calls and organization. To have to take “care” of the people around you along with the daily job requirements makes the job a lot harder. As Northouse (2016) points out transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. (ch.8)

For a business leader to be have the capability and brains to get the job done and have a strong followership as well, is do to the fact they transcend their own interest for the sake of others. This type of leadership makes so that the business or situation in question has the characteristic of taking care of the welfare of their employees. Therefore, the common goal or good is being achieved. Of -course to be able to achieve this type of fellowship and consequent leadership, may seem easy but to do it takes a gifted person. House suggested that charismatic leaders act in unique ways that have a specific charismatic effect. (Northouse, 2016, pg.164) As I said before, the simple thought of someone who can succeed in their business because they teach others while completing work related tasks is incredible. Not only these special leaders are intelligent enough to have an economic orientation, but they also are socialized leaders. (Northouse, 2016, pg.163) This is well described in Northouse (2016), a charismatic leader as high expectations in followers and they exhibit confidence in follower’s abilities to meet these expectations. This in turn improves their performance. (pg.164)

Of course as all great leaders come across ways to transform their followers to better serve their ultimate goal, they always have to be careful not to create a vision that is too big where they give the impression that they are acting independently of followers and putting themselves above the followers’ need. (Northouse,2016, pg. 179) This criticism, has been raised in Northouse (2016) concerning Transformational leaders. In my own career experience, I have felt left out of the project and not useful to the common cause or less important or capable. In that specific instance I was not stimulated at all, after a short time I did not feel like learning and to my own surprise I was literally sitting on my job position. It is a very fine line and much trust is needed in order to make followers know that what is being done is for the greater good, so no doubt arises. To this extent Transformational leadership suffers from “heroic” term bias and can be used counterproductively. (Northouse, 2016, pg.190)

Despite the heroic bias weakness, Transformational Leadership has been credited as a valuable approach. (Northouse, 2016, pg.190) To have a powerful position and not have a strong followership is sometimes not the best way to go about business. Therefore, I believe that someone who leads and transforms, making people believe in the goal of the purpose and in themselves, is someone who undoubtedly demonstrates to be an incredible human. Companies or school situations that I have been in, where I have had a charismatic leader who could transform me and others by influence, intellectual stimulation and consideration has reached the greatest outcome possible for others and his/herself. A business or situation that has the strength of many followers sustaining it has proven great success.

Transformational Leadership’s popularity, in my experiences, fits is the context of being included. Intrinsic motivation and follower development fits always more in the needs of today’s work groups. (nothouse,2016,pg.161) This is why I think that a leader that is business smart or scholar smart and that also is concerned with emotions, values, ethics, standards and long term goals like a Transformational Leader (Northouse, 2016. Pg.161) is incredible. Long terms goals are the sacrifice one puts at the beginning of a quest and that finds it richness at the end! Who demonstrates these qualities puts more work in at the begging and finds they have built strong roots at the end?

 

 

References

 

Northouse, P. G. (2016). Leadership: theory and practice (7th ed.). SAGE Publications, Inc

 

 

 

Keeping up with Team excellence

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I have always wondered why a team is so hard to hold together and when a company grows it feels like you take five steps back before you take one forward. Sometimes I doubt that my choices have been the correct ones in my business. I usually doubt myself when I take a decision and that decision brings me out of my comfort zone. In the same way I have always asked myself why it is so easy to lead in one situation rather than in others. Why do I have a difficult time when it comes to leading outside my workspace like in our team projects? Why do I feel like maybe I am doing something wrong when I decide to grow by hiring new colleagues? These questions in part have been answered by Northouse.

I would like to start by describing the stages a team goes through, identifying my teams process through Tuckman’s stages. The fact that I can recognize and identify with these stages gives me an explanation for my doubt when I decide to grow as a company. I have discovered that when everything is well oiled, this means the team is in a place and we are preforming. Tuckman’s model in our course reading describes performing as number 4 in a groups stage. During performing members play functional interdependent roles focused on the performance of group tasks. (PSU WC, 2020, L.9) I can clearly see this happening in our work-space as everyone understands the common goal and are all willing to do their best to be part of the completion of various tasks to make their contribution as a whole. I feel like all my colleagues know what their tasks are and come forward with their own responsibilities.

The fact that everyone is performing, and we are getting more requests means that we are working together and reaching membership goals. This makes me as a leader take under consideration the Team Leadership Model where I can decide what option is most appropriate for the team. (Northouse, 2016, pg.381) In this case I must take external-level action in order to change internal level conflict due to high workloads that have been generated from great performance everyone is a little tense and some tension has raised. As Northouse describes an effective coach never rests on past success but works to improve the team’s functioning for the future. (Northouse, 2016, pg.382) This is what makes me as a team leader consider giving space to a new college.

Hiring a new colleague though, puts what we have worked so hard to achieve and what we recognize as collaboration under stress. Hiring a new person in the group somehow disbands what was so well adjusted. (Tuckman & Jensen, 1977) also include a stage known as adjourning, where the process picks up in another stage do to attrition. (PSU, WC,2020, L.9) Attrition is known like people retiring and new people coming into the group, or in this case a new trainer coming into our team. This as I said before puts me as a leader in doubt but puts the team back to the Storming phase where the group goes into conflict do to roles and the need to clarify to our new team member the groups mission and most of all values. IN this phase Tuckman’s second stage, I as a leader monitor the team’s internal relational actions. For example, managing conflict and power issues like everyone trying to agree with each-other in order to move quickly through the phase and not raise questions. (Northouse, 2016, pg.379) Obviously that would not be a great help to a company that is very high in Interpersonal skills and relationship. We need to go through the storming phase in order to be complete to get to know each other and what everyone can do better. For example, in or company some of us have more patience to train children and some have more for the elderly. To be able and communicate our mission positively and recognize each and everyone’s abilities needs work in order to be on the same page before transiting to the Norming phase.

Norming is Stage 3 in Tuckman’s group stage study; this is the part where I as a leader am starting to move back into my comfort zone and out of doubt. Here I see my team sharing the same interest and working together toward the same goals. (PSU, WC, 2020 L.9) I am positively surprised how my perception changes through the stages and how I start seeing the finish line to this new “investment” in this stage.

The beginning where I work through finding someone who I think is appropriate for the role, stage 1 the Forming phase is now distant. In this stage I gather information and new team members introduce themselves. (PSU, WC,2020, L9) I usually feel like I may be taking a bigger step than what is needed, I start to doubt my observation and my action plan of hiring a new member. I think that intervening externally due to my observation on an internal issue at beginning heightens the discomfort. If everyone can work through this discomfort with my help and support things may come back to where they started and start feeling as I am taking some steps forward and not back.

The right support is given by utilizing Internal and external Task Leadership actions. Goal focusing where I clarify the team’s goal (Northouse, 2016, pg.377) or coaching new and old team members in interpersonal skills so everyone listens to each-other, (Northouse, 2016, pg.378) will help everyone feel valued. In turn I usually am valued for taking the decision for the team. My feelings of doubt and taking steps backward have a response thanks to Tuckman’s stages of development and the Team Leadership model has helped me understand the importance of what I am doing and how to better support the process and the stages with the correct actions.

 

References

 

Northouse, P. G. (2016). Leadership: theory and practice (7th ed.). SAGE Publications, Inc

 

Pennsylvania State University World Campus (2020). PSYCH 485 Lesson 9: Team Leadership. Retrieved from: https://psu.instructure.com/courses/2040131/modules/items/28001669

The use of power in crisis

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This period in the world has been characterized by great stress and hardship for many companies and people involved in the Covid-19 emergency. Personally, I thought I would be untouched but to my disappointment I have been proven wrong. Not only do I live in Italy where the emergency has been considerably brought to a high level. I also have a husband who was caught in the Abu Dhabi emergency. The professional cycling race taking place in the United Arab Emirates was stopped. A false positive was the result of 800 people being confined in their hotel rooms for 5 days. My husband who is part of the directing committee had to wait for his test to come back negative before even trying to get athletes and workers back to their respective countries. This emergency was incredibly tough and brought out different leadership patterns. His usual leadership style and power to influence his followers changed due to crises. (Hughes, Richard, etal,1993)

My husband who is an ex professional athlete finished his career and was hired by a company that organizes high level sport events, he works for the Olympic committee as well. Obviously having been an athlete for 38 years of his life he was not high in Expert power as far as office requirements like computer tasks. At the beginning he had little to no expertise in the overall role he covered as it required knowledge in areas he has never studied. Although he had low preparation and gaps in his preparation made him uncomfortable at the beginning, he covered with his great knowledge as far as the actual sport dynamics. He was a role model due to his athletic accomplishments this made him appreciated.

Expert power is the power of knowledge. (Hughes, Richard, et al, 1993) Lack of expertise made him vulnerable in certain situations making it tough for him to take charge. When the situations needed expertise such as programming online or other business orientated tasks even if my husband was good at them, he felt less strong as a leader. When it came to certain tasks like excel sheets his power to influence diminished as this was not his expertise. His low level of preparation in certain areas though were and are covered by interpersonal ties he has created among his followers.

His role required his sports knowledge as well. Situations that were tied to the actual sport required his skill and judgment. So, when he was involved in what his expertise covered such as deciding what roads the races should run on, he felt comfortable and was influential. Referent power has always been what my husband relies on when he lacks in expertise. (Hughes, Richard, et al, 1993, ch.5, pg.114) He is admired as leader because he always asks when he does not know something, and he always treats everyone equally. Paolo my husband is seen as a role model therefore is an example of someone who has Referent Power. (Hughes, & Richard. 1993).

Although he could have easily walked into the job arrogantly and exercised legitimate power, he did not. Legitimate power depends on a person’s organizational role. (Hughes, & Richard. 1993, ch5, pg.116). He could have influenced his followers requesting and demanding as his role in the company states. Paolo instead have always influenced others without exercising his positions authority. He is influential by asking collaboration this makes his position and the fact he is a leader synonymous. This is confirmed in ch.5 of enhancing the lessons of experience; Effective leaders intuitively realize they need more than legitimate power to be successful. (Hughes, Richard, et al, 1993, ch.5, pg. 116).

As Paolo is someone that would never draw on his position for anything, he has always been someone who has gone up and forward thanks to all the people that like helping him and value him. He is the type of leaders that has never used his voice or strength to make decisions go through. I sometime listen to him and ask myself how he can be so nice and patient even to people who do not deserve it. This week though in Abu Dhabi the situation was critical. Everyone had to get tested for covi-19 and as the test came in he had to make sure they all got cleared to go home. This was an enormous job, people were getting mad and not collaborating as they would usually. Paolo got to the point that he had to raise his voice and direct like he never has before. Hughes, Richard, et al, describe this as a time of crises, when a leader must exert more power than during periods of relative calm. (Hughes, Richard, et al, 1993).

His interpersonal relationships with his followers and his usual leadership style that sees him using Referent Power to influence is colleagues was not influential in this emergency. When he was finally left out of confinement, he had to draw on his legitimate power in order to influence his followers quickly and get them to focus. He was very stern and had to be stronger vocally in order to get all the people he needed to help him without panicking. The fact he has never abused of his legitimate power and used it in this special situation made a significant mark. This emergency affected Paolo’s capacity to influence his followers. (Hughes, Richard, et al. 1993, ch.5, pg.107). House describes power as the capacity to produce effects on others, or as Bass writes the potential to influence others. (Hughes, Richard, et al. 1993, ch5, pg.107). In this instance power was used in the correct way, he was heard and greatly impacted all the people around him. The result of Power being exercised to influence was that everyone who was not positive stayed safe and came home two days after all the negative test results arrived.

 

Reference

Hughes, Richard, et al. (1993). Leadership: enhancing the lessons of experience. Homewood: Irwin.

choices when hiring

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In 2012 I was brought upon my first and hardest decisions as a leader and in 2020 the second. My name is Kimberly, I come from a sports background and own a flourishing Pilates and rehab studio. My studio is a business that counts 4 colleagues. My first colleague whom I will call Ann for reference, has been with me 7 years. She was the first to come into what was a one man show. I hired her because I was overloaded with work and had a very long waiting list that needed some help. How did I direct my choice? This was difficult, as finding co-workers in my job is not so easy. I really needed to give continuity to clients when I was not there for any reason. So, I was on the search, I interviewed many people with different levels of training and competence. Was I looking for someone with high competence that was ready to go, or someone with low competence that I could train?

My final choice came to Ann. I recognize myself as a leader who has high flexibility in different situations and could help my followers by either supporting them or directing them. I was not surprised that one of the more widely recognized approaches to leadership is the situational approach. (Northouse, 2016, pg.93) The theory is based on a leader that is capable to adjust his/her style to different situations. (Northouse, 2016) I knew I could adjust my leadership style because one of my first job experiences were a ski coach to a under 13 team. Those years I learned that if I wanted to be effective, I would have had to implement different approaches and styles to each child in order to get the best result out of them.

I surely knew that by hiring a person that had low competence I could train them in the missing areas. Northouse defines someone that has low competence and high commitment as a D1 (pg.96) This was a choice I had to face, this would make the process longer and require more energy from me as I would have to spend time to train them. A D1 though has high commitment so this implies that they would be loyal to the purpose. The reason I was looking for a co-worker/ follower in the first place, was to give continuity to clients. In order to give them our full attention in the hour they came and to fulfill our duties as trainers we need to be highly committed to a purpose day after day, commitment was indispensable. As I interviewed others, I saw that if I chose a D3 for example that had high to moderate competence and variable commitment, (Northouse, 2016, pg.95) I would have had someone ready to teach. This though may have been a downfall in the long run as a D3 is variable in commitment and with time we may have lost the true essence of the studio’s work, that of honoring each hour of our clients’ time.

With time, looking back at my choice in 2012, eight years have passed. I have hired 3 other people and applied the same thought for each one. I analyzed who I was interviewing and knew that if someone rare in Europe would present themselves with high competence in my field it would make life much easier. The most important thing would be that I would have to be forced to evaluate what level of commitment the individual possessed. Their determination would have to change as the job has days filled with complex challenging tasks and days that involve repetitive unchallenging clients. The second would need much determination, commitment and less competence. So, my supportive leadership at times would not be needed. Other times my support would be key, as the tasks at hand need leadership support to maintain follower’s motivation. (Northouse, 2016, pg.120)

My time and patience was also taken in consideration with each person. I knew that if I hired a D3 for example that shows moderate to high competence an commitment, (Northouse, 2016) I would be faced with the uncertainty of them being at work everyday to make a real difference for someone. D3’s commitment isn’t always at the top. Ann had very high commitment from the begging and quit her job unknowing exactly what was waiting for her behind those doors. We have been working together for 8 years, so I guess my choice was not to bad! This year though after opening a new beautiful space Ann’s commitment dropped. Ann suddenly showed less interest in what she has been doing for 8 years and on what she has pledged on being a life changing journey. I was used to direct Ann the first 6 years and it was just recently that I stopped as she was demonstrating the need to excel. Therefore, in the path-goal theory I was more focused on the achievement. Ann’s clients were happy with her following them and not asking for me. I forgot though that Ann is someone that is always stressed about why life treats her so bad or so good. She demonstrates external locus of control. External locus of control is characterized by someone believing that outside forces determine life events (Northouse, 2016, pg., 119) Just like her. Path-goal theory suggests that directive leadership is best because it parallels followers’ feelings that outside forces control their circumstances. (Northouse, 2016, pg.119)

Blanchard et. Al. (1993) states that followers usually start out motivated and eager to learn, then become discouraged and disillusioned. Why did Ann then learn the business and suddenly become less committed? Was it because she needed more direction being someone that believes in external forces? Situational Leadership has no research findings to conceptualize follower’s commitment, therefore it remains unclear. (Northouse, 2016, pg.101) I know though that on my side the more she became competent and had high expectations in who she was following as a client the less I supported her. I thought she needed goals and more challenges so I gave her harder cases. I shifted from a S2 directing leadership style where I was High in direction and High in support to delegating S4 style, the exact opposite. (Northouse, 2016) I did not take under consideration that a new space and the extra clientele would change the dynamics. I supposed she could perform as she had shown in the past few years. I did not take under consideration that followers will be motivated if they think they are capable of performing their work. (Northouse, 2016,pg.116) My expectations along with the clients who were expecting even more made Ann doubt her performance. I thought my leadership was highly flexible but I found myself not applying my support in that particular situation. Instead I expected her to work harder in our new location since it was beautiful, and we were overflowing with costumers. I believe my greatest skill is that of begin a highly motivated person and this is what generally makes me a good leader. This skill was lessened by the great stress a big move like the one I made had one me.

A leader must be willing to tackle complex organizational problems. (Northouse, 2016) Organizational issues came up, I should have known our big move would have created obstacles. It turns out that with the lessened commitment of Ann I saw the problem that was inexistent in our old studio where she was thriving. My followers were afraid of not meeting the level of expectations, expectations that I put on them as well as clients. I put my best effort to understand and eliminated obstacles such as the path-goal theory suggested making Ann excel. Ann’s well-being was essential to our social good and the progress of our company. I depend on my followers performance. Therefore, this time better than all others I can say Leadership is a process whereby an individual influences a group of individuals to achieve a common goal. (Northouse, 2016, pg.6) In order to influence one must always modulated their leadership style to the situation as in this case.

 

 

References

 

Northouse, P. G. (2016). Leadership: theory and practice (7th ed.). SAGE Publications, Inc.

 

How I became a leader and why

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Leadership and empowerment have been the most incredible realization I have had in my life. I am the founder of a small company and have always known that I was doing something right because every year I have had profit and have grown. I wasn’t sure really what was my special key to success but am now recognizing that it may be because I empower the people that come in my workspace. Reading about leadership and its definition I am recognizing that I empower, therefore; move my followers to accomplish more than what is expected. (Northouse,7th ed, pg.5) Leadership is described as a process involving influence in a group situation to achieve common goals. (Northouse, 7th ed, pg.6). The legitimate question I ask myself, is why am I a leader? Was I born with some special intelligence, is it because I am confident? Do I have respect because I have a beautiful workspace and I am the boss? Is the reason I have succeeded a little bit of both?

The trait perspective toward leadership is what I always valued as the reason why I was good at leading. The trait perspective suggests that certain individuals have special innate or inborn qualities that make them leaders. (Northouse,7th ed, pg.7) Explained in Northouse these traits are what enable me to induce others to accomplish tasks. My personality has shown strong Cognitive complexity. Cognitive complexity is comfort in dealing with uncertainty. The extent to which a person comprehends, utilizes and is comfortable with separate elements or situations and can draw connections or relationships among them. (Friedman & Schustack, 7th ed) A trait that I was born with is shown in my comfort in dealing with situations. Having high self-esteem; Therefore, being self-confident in resolving problems and situations that are uncertain, makes me feel that I am assuring my colleagues and influencing them. (Northouse, 7th ed, pg.24)

Although the capacity to influence someone is described by Northouse as a concept of power. Power being the capacity or potential to influence. (pg.10) Kellerman introduced the idea that power is no longer the synonymous of leadership. With French and Raven’s work power has been categorized in two major kinds: position power and personal power. The first derives from rank or position in this case me being the boss and having constructed the beautiful building we work in. The second derives from being seen by followers as likable and knowledgeable. I have been recognized as having personal power because I have resolved client’s issues as promised. Besides resolving issues, I have made a name for myself for my skills and trustworthiness. (Northouse, 7th ed, pg. 12)

The position I am currently in now may be viewed as Position power; that like legitimate power, is associated to my status and my authority. (Northouse, 7th ed, pg.10, table 1.1) I direct clients to the colleagues that I believe can take care of them best. I am in charge of payments and payroll and according to my discretion I can hire or fire my followers. Because I am identified as a teacher, my competence is sought for by my followers, I can recognize this as a definition of referent power position or expert power. Being seen as likable and knowledgeable by one’s followers like in this case is defined as having personal power. (PSU WC, 2020, Lesson 2)

Power can be displayed or used in many ways the way I use “my” power, is to influence the individuals that work with me towards attaining common goals. By teaching them and wanting them to be better I respect them and set myself at their level. My leader’s intellectual ability in this way does not differ from my subordinates/colleagues. (Northouse, 7th ed, pg.24) I also apply Social Intelligence this is a theory that finds its importance in the interactions of people. This means using my intelligence with the environment, my colleagues. (PSU WC, 2020, Lesson 2) The reason I apply my social intelligence allows me to be an effective leader without necessarily displaying power.

 

The responses I have given in certain situations, the way I have influenced in a confident way yet being mutual, have been the determinant factor of having followers that are trustworthy and loyal. The loyalty has been the result of empowering my followers of tools so they can attain goals in common interest and feel satisfied. My interest in making work hours and being flexible has shown my trust in them. Social Intelligence has been displayed in my awareness and has been shown in the different contingencies that have been presented in my 11 years of business so far. If I can evaluate myself and say I found the key to my success, I would say that being a boss and my position as a leader, has come thanks to a strong fellowship. So, my leadership is the consequence of a Transformational process; this is described by Northouse (7th ed) as what moves followers to accomplish more that what is expected of them. (pg.5) This fellowship has given me the strength to build my business and be trusted. Leadership has come from the role I have built for myself over the years using my qualities and traits, in the correct situations.

 

References:

Friedman, H. s, & Schustack, M. w. (n.d.). Personality classic Theories and Modern Research (7th ed.). Pearson.

Northouse, P. G. (n.d.). Leadership: theory and practice (7th ed.). SAGE Publications, Inc.

Pennsylvania State University World Campus (2020). PSYCH 485 Lesson 2: Trait Approach. Retrieved from https://psu.instructure.com/courses/2040131/modules/items/28001674

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