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A Deep Dive Into Leadership

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A Deep Dive Into Leadership

By James Lynch | Oct 02, 2020

A Deep Dive into Leadership

There are many different types of leaders. There are the leaders who take the lead via verbal communication, whilst others lead by showcasing their skills in-person. To successfully maintain and lead human capital, there must be achievement through development of strong relationships, positive working-culture, and a strong development in infrastructure. The value of leadership in this capacity is further highlighted by Michaelson (2011), where he suggests “the ultimate success of the organisation is dependent on the inspiration and leadership of the executive at the highest level” (Reichard, Johnson, 2011, p.37).

In today’s growing high-tech and global environment, organisations must constantly adapt to succeed and survive. There are three key dimensions which contribute towards not only the definition but the total construct of a modern organisation leader. There is the ability to identify and operate within a complex environment, to understand the relationships and interdependence of all organisational and ambiguity (Mendenhall et all, 2012).

Transformative Vs Transformational

The four key elements of transformative leadership includes; a commitment to the growth of the people within an organisation, the commitment to the realisation of excellence via the growth of the people, the commitment by the organisational leaders to develop both themselves and the people and leaders, and the use of results to formalise and illustrate the development (Stevens, 2012, p.16).

Transformational leadership is identified as the intention to join leaders and followers in a mutual pursuit for higher purposes which incorporate a higher level of motivation and morality. This includes the implementation of a common vision, inspiration of followers, problem-solving, and subordinate development attached as the key characteristics with the goal of establishing superior performance (Thorn, 2012, p.158). Ultimately the application of such characteristics to this leadership model transforms followers beyond self-interest and into the operational realm of contributing toward the greater good of the group, organisation, or society.

Bass and Riggio (2006) conclude that transformational leadership affects group performance regardless of whether performance is measured subjectively, or objectively. While this style of leadership may be appropriate within Western style organisations, it must be noted that a universal approach employing either one of these leadership styles will not always be effective. One of the key reasons behind this originates from cultural values and differences, with respective attitudes towards both leadership and ultimately, authority. Recent research has found that in Japan transformational leaders are perceived as being too abstract whereas transactional leaders are being to mercenary, furthermore, are perceived as being too manipulative (IESE, 2012).

The rise of values-based transformational leadership ideas and their natural consequence, spiritual leadership, is a reflection of the rise in worker demand for the opportunity to use and hone more of their skills, knowledge, and abilities than those used on the assembly line or prescribed by confining standard operations policies and procedures. Spiritually attuned leaders accept as a prime goal the need to help workers become their best self as the corporation strives to maximize profit (Fairholm, 1997, ch.1).

Biography

• Reichard, R.J., Johnson, S.K., 2011
Leader self-development as organizational strategy
The Leadership Quarterly, [Accessed 30 Sep. 2020]

• Mendenhall, M.E., Reiche, S.B, Bird, A, Osland, J.S, 2012
Defining the “global” in global leadership
Journal of World Business 47, [Accessed 30 Sep. 2020]

• Stevens, C, 2012,
The Best in Us People, Profit, and the Remaking of Modern Leadership.
New York : Beaufort Books, [Accessed 30 Sep. 2020]

• Robbins, S.P., 2011,
Management, 6th ed.. Frenchs Forest, N.S.W.
Pearson Australia [Accessed 30 Sep. 2020]

• Thorn, M, 2012,
Leadership in International Organizations: Global Leadership Competencies,
The Psychologist-Manager Journal, pp. 158-163 [Accessed 30 Sep. 2020]

• IESE, 2012, Leaders and Cultures,
Balancing Global Leadership
University of Navarra Alumni Magazine, No 125 – April – June 2012 [Accessed 30 Sep. 2020]

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