Leadership Style

MHA 520
Leadership Style

Introduction

Leaders have to make difficult decisions, and difficult decisions have consequences. Leaders must

choose how these consequences affect their leadership style. Leadership style is the way and

strategy of offering direction, implementing programs, and inspiring others (Rosari, 2019). Each

person has a unique leadership style, and some people effectively inspire others by combining

several leadership philosophies. Leadership attributes come partially from cultural norms and partly

from the necessities of the leadership position (Rosari, 2019). It is crucial for leaders to understand

their true leadership style, any potential blind spots while utilizing it, and the contexts in which it will

succeed or fail due to the diversity of personalities, company cultures, and industries. There are

eight sorts of leadership archetypes. (Gandolfi & Stone, 2017). This essay will describe my primary

leadership style as well as any additional styles I use when leading. This essay will assess my

leadership style's blind spots and the circumstances in which it both succeeds and fails, as well as

provide a list of SMART objectives that I may use as a focus for personal development

Go to Leadership Style

My preferred leadership style was found to be Energizer. Typically, energizing leaders are

unplanned, upbeat, and outgoing. Inspiring, meaningful, charismatic, and able to strike an emotional

chord are some qualities of energizing leaders (Lanaj et al, 2019). They frequently accept the

opinions of others and take the time to recognize their successes. They have a strong focus on

teamwork, have a charming manner that inspires others, and work hard to establish strong

professional networks. The energetic leadership style could have blind spots. Being patient,

supporting disagreement, reining in irrational optimism, wearing down your coworkers, and seeing

differences in others are some of these blind spots. To grow and become stronger as a result of

these blind spots, the goal is to become aware of them, get clarity, and learn from them (Lanaj et al,

2019).
Leadership Style

Environments Leadership Style Thrive and Struggle In

In some situations, energizing leaders succeed and fail. Energizing leaders flourish in situations when

coworkers are demoralized and where the workforce requires visionary and strategic leadership

(Spitzer, 2003). The mental and emotional state (such as enthusiasm, confidence, or loyalty) of a

person or group with relation to the role or duties at hand is referred to as morale. a feeling of unity

inside the group with regard to its goals. In order for any organization to succeed, morale must be

high (Lanaj et al, 2019). As a leader, it's critical to understand how your actions affect others around

you. Unfortunately, managers all too frequently encourage negative work cultures. Employees may

not voice it when morale is down, but they are still looking to management to fix the issue, and this

is where energizing leaders excel (Spitzer, 2003). Your actions and attitude have an impact on your

team no matter where you are in the organizational structure, from first level manager to CEO.

A collaborative and meaningful atmosphere is another place where energizing leaders excel. In a

setting where process skills are more important than people skills, inspiring leaders have a

particularly difficult time. More than ever, there is a need for organizations, and essential people

skills are essential. A workplace where the emphasis is on process skills rather than people skills can

never succeed. Building a meaningful culture, strengthening leadership, and encouraging staff

retention all depend on having strong people skills. Energizing leaders also struggle in workplaces

that place a premium on positional authority and where coworkers tend to gloss over the process by

which results are produced in favor of measurements and results (Spitzer, 2003).

SMART Goals
Leadership Style

According to psychologists, those who consistently work toward important goals lead happier, more

contented lives than those who don't (Haughey, 2014). Goals give concentration, productivity,

strengthen self-esteem, and increasing commitment (Haughey, 2014). Through the years, people

have utilized the term SMART—which stands for specified, measurable, achievable, realistic and

timebound—to help them make their goals feasible (Haughey, 2014). I can better focus on self-

improvement and advance my leadership ambitions by creating SMART goals. My specific objective

is to acquire the knowledge and expertise required to lead effectively inside my firm. My quantifiable

aim is that I am conscious that as I continue to improve my profession and education that I will be

able to efficiently lead a successful team within the next year. Since I will be able to succeed based

on my present educational route, experience, and credentials, my aim is doable, realistic, and time-

bound.

Conclusion

So in essence, there is no right or incorrect method to adopt a certain leadership style while leading;

everyone has their own. The key is for leaders to remember that diverse personalities and cultures

can influence which leadership style is ideal to adopt. Effective leaders may use more than one

leadership style to be effective. SMART goals help leaders to match their objectives with their aims,

which will increase their effectiveness and efficiency.

Reference

1. Gandolfi, F., & Stone, S. (2017). The emergence of leadership styles: A clarified

categorization. Revista De Management Comparat International, 18(1), 18.

2. Haughey, D. (2014). A brief history of SMART goals. Project Smart Website. [Link]

projectsmart. co. uk/brief-history-of-smart-goals. php.

3. Lanaj, K., Foulk, T. A., & Erez, A. (2019). Energizing leaders via self-reflection: A within-person

field experiment. Journal of Applied Psychology, 104(1), 1.

4. Rosari, R. (2019). LEADERSHIP DEFINITIONS APPLICATIONS FOR

LECTURERS’LEADERSHIP DEVELOPMENT. Journal of Leadership in Organizations, 1(1).

5. Spitzer, D. (2003). The energizing leader. Leader to Leader, 2003(29), 22-27.