FINAL PROJECT MILESTONE FOUR: LEADERSHIP 1

Introduction

The word leadership sounds more complex than it should because it is often connected to

work discussion where one’s specific expertise is put into play. Beside the better pay grade and

moving up in the ladder of job titles, Leadership is not just about the power. Winston &

Patterson (2006) presented an integrated definition of leadership as “A leader is one or more

people who select, equips, trains, and influences one or more follower(s) who have diverse gifts,

abilities, and skills and focuses the follower(s) to the organization’s mission and objectives

causing the follower(s) to willingly and enthusiastically expend spiritual, emotional, and physical

energy in a concerted coordinated effort to achieve the organizational mission and objectives.”

Leadership is an honorable role that impacts the lives of others far beyond the workplace.

Therefore, the responsbility must not be tarnished by the ego from the power of being able to tell

people what to do. “Leadership is fundamentally a basic human capability – how to inspire

others to share and contribute to your vision” (Cutler, A., 2014). It is a huge responsibility that

“must be understood as a serious professional and personal responsibility” Nohria, N., Khurana,

R. 2010, Jan 26). The behavior of the followers is “the systematic study and careful application

of knowledge about how people—as individuals and as groups—act within organizations”

(Newstrom, 2015, p. 4). The followers’ experience from the leader’s guidance to achieve the

result is what defines that particular leader. The end-result of what is being done is what will

identify if the goal is a success or failure. To lead well starts with self awareness - the

understanding of one’s self, and the limitation of capacity. However limited, the leader must

never forget that the title is not a free license to abuse anyone because it can lead to a liability

where they can be held personally responsible in lawsuit. `Leadership is an honorable role to an
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 2

open door of being able to create a positive impact on the lives of people, the business, and the

public. How well the job is done will dictate the demand on the leader’s career.

Leadership Theory and Aspects

Coming from a Humanitarian background with global experience, the author’s point of

view on leadership that works on all organization type is the transformational Leadership theory

where the “person interacts with others and can create a solid relationship that results in a high

percentage of trust, that will later result in an increase of motivation, both intrinsic and extrinsic,

in both leaders and followers”. Knowing the different theories used by leaders help understand

leader performance. “Theories are commonly categorized by which aspect is believed to define

the leader. The most widespread ones are Great Man Theory, Trait Theory, Behavioral Theories,

Contingency Theories, Transactional Theories and Transformational Theories” (Leadership

Central, n.d., par 2). “Leadership is fundamentally a basic human capability – how to inspire

others to share and contribute to your vision” (Cutler, A., 2014). No matter what industry we

work for, every organization has a complex system (Newstrom, 2015) that every leader need to

learn to navigate to get the job done. Understanding the different traits below and knowing when

to use it help everyone navigate the unpredictable world of the business.

1) Behavioral Theory focuses on leader’s behavior. The influence determines the success of the

leader. Without much people appeal, the small follower can lead to so much time and effort

to bring success to any task. This behavior is common to Presidential Candidates and elected

President’s influence over the people, but it also exists on all type and size of the

organization. The followers’ desire to be led by the leader who they like the behavior is as

important because the resistance of follower can lead to a slower pace in accomplishing any
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 3

goal. The different behaviors are:

a. Autocratic decides without consulting the team which is ideal for the non-proactive or

uneducated team. However, to the educated and proactive team, that leader can be

viewed as a bully which could bring resistance of followers.

b. Democratic type “is a very open and collegial style of running a team. Ideas move

freely amongst the group and are discussed openly” (Leadership Toolbox, n.d.)

creating a more friendly environment with a strong bond.

c. Laissez-faire always aims to please. Viewed as a laid-back leader, it can be

problematic in union environment because the workers will test the limit. As this

becomes a practice, changing it would be difficult without getting grievance.

d. Situational type is flexible and always adapting to changes which are quite exciting to

watch. This type needs adaptable and proactive team members. T

e. Functional type leader measures success based on the entire team. No one is left

behind in getting credit for a job well done.

2) Great Man Theory focuses on highly influential individuals. Due to either their charisma,

intelligence, wisdom, or political skill used their power in a way that had a decisive historical

impact. They are mostly found in high-level government positions where they live and

breathe the challenges of what makes a country great. They are out there leading and

negotiating at the highest level to improve something big which affects the entire country.

3) Transactional Theory. The primary purpose is to deliver a positive and mutually beneficial

relationship. The leader focuses on supervision, organization, and performance which is very

common in the workplace. Leaders require workers to comply with company regulations in
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 4

exchange for rewards (bonus, promotions) or punishments (warning or terminations if not

demotion).

Depending on the type of organization, theories are used to identify qualities needed to

meet both short and long-term goals. Knowing when to use the correct theory help leaders

navigate the unpredictable world of the business and the behavior that goes with it. By having a

set identity, the process is made more accessible to clarify the path eliminating obstacles. “But

the trouble with leadership theories is they’re easy to hide behind (often inaccurately). They

become proxies for actual leadership. When something important is on the line, people don’t

follow five-tiered triangles, four-box matrices, or three concentric circles. They follow real

people.” (Sundheim, D., 2014, May 5).

Theory and Practice Intersection

There is no such thing as a perfect fit leader for any organization unless you have worked

for that organization in the past. Gallup states “companies fail to choose the candidate with the

right talent for the job eighty-two percent of the time” (Clifton, 2014) making it harder for

owners to find the perfect leader for their organization despite the better compensation offered.

Therefore, the chance of any leader walking into a job they need to mold themselves to fit is

great. To be a good leader for that organization starts with awareness by taking a “long look in

the mirror and ask questions about who he was, what he valued, and what it meant to be a

leader” (Hougard, R., Carter, J., Afton, M., 2018, Jan. 12, par. 6). Leaders know how to work

with their limitations and use all of their skills and talent to bring out the best in their staff to be

successful without forgetting how to compensate accordingly and fairly. Role mastery happens

over time as the leader improve skills from every responsibility. “But the trouble with leadership
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 5

theories is they’re easy to hide behind (often inaccurately). They become proxies for actual

leadership. When something important is on the line, people don’t follow five-tiered triangles,

four-box matrices, or three concentric circles. They follow real people.” (Sundheim, Doug, 2014,

May 5, par. 10). Therefore, must own their responsibility by being responsible in every way or

else the leader becomes a liability to the organization.

Essential and Flexible Aspects

Just as leaders do not walk-in one hundred percent fit to any organization, the followers

exist to mold themselves to fit for the leader. Both sides require some flexibility on qualities that

are needed to reach any goal. In this world full of competition where someone must always

thrive to challenge the status quo as their standard, adding the ever-changing labor laws, the need

to be liked, and the rating that dictates someone’s performance to the world, it makes leadership

so much more complex than it was centuries ago. “As a leader today, it's essential that you

master two critical challenges before anything else: getting up to speed quickly in a new role,

and building and fostering the team that will help you--and the company—succeed.” (HBR,

2014, Jul 8). How can a leader survive challenges of the complex world of human business while

delivering the pressure of an economic-pressured business whose goal is to entice new customers

and deliver customer satisfaction while making their mark and not turning the work environment

into one frustrating workplace? For a dysfunctional office environment, using situational to solve

issues followed by a dash of democratic for some openness and closing it with a functional

approach to allow everyone to feel appreciated is helpful in boosting morale. There is no one fit

solution for all types of the organization so leaders must know how to use those to bring success.

Challenging and Comfortable Aspects

FINAL PROJECT MILESTONE FOUR: LEADERSHIP 6

The Situational and Functional theories that are often used to serve the many purposes of

the responsibilities that were handed to this author for over thirty years is not the only answer to

all types of challenge. It fits the humanitarian and diverse environment of everything that

involves cross-country business relationship. It does not always work on all types of USA

organization because the leader who is successful in this is often seen as intimidating to other

types of leaders. In an environment of a disconnected organization that does not seem to have

any middle ground, using such theory is quite painful like that of an eagle who is undergoing

transition at age thirty (BlackNetworkTV, 2013, Oct 2). The leader’s effort to solve the situation

using situational theory can be seen as too strict and finding the solid middle ground becomes yet

another piece of the already disconnected environment that was enforced to the Autocratic or

Laissez-fair leaders. The only way to determine theory will win is to endure the pain like an

eagle’s plucking of its feather or rubbing of its beak to make things better. The process can push

anyone to quick death by quitting or putting up with the pain to be stronger to soar like a brand

new eagle inspiring everyone around eventually.

Just because leaders are not within worker preference, it does not mean they are wrong for

the job. Every type of leadership serves its purpose. Having the right combination of the

environment can deliver the desired result. Sometimes workplace issues can be resolved by

having some balance such as a backup leader/support staff who practices transformational

leadership which allows the organization to have a good cop / bad cop choice giving the

organization more ways to filter issues. To be a great leader starts with awareness by taking “a

long look in the mirror and ask questions about who he was, what he valued, and what it meant

to be a leader” (Hougard, R., Carter, J., Afton, M., 2018, Jan. 12, par. 6). Only by understanding
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 7

ourselves and the people that work for us and being able to communicate clearly, we would we

be able to see others for who they are and their limits. Once we do, then we can choose the right

theory for the task. “Unless you’re relentlessly open and honest in your communication—

constantly—things fall apart. I believe that close to 100% of all business problems can be traced

back to poor communication at some point.” (Sundheim, Doug, 2014, May 5, par. 16). Knowing

what to use, when to use it matters most.

Change is inevitable for all. Future is unpredictable. When the company is going through

change, any change to any organization when everyone is set in their ways is seen as

monumental (Kotter, 1996) to the eyes of the workers. Therefore, resilience becomes normal.

When we experience change, we move from what we had known and done, through a period of

transition to arrive at a desired new way of behaving and doing our job” (Prosci, n.d.).

Transforming the organization means to accept the organizational culture also known as

workplace culture (Newsome, 2015). A leader doesn’t have to be perfect, nor they have to come

with Ph.D. to be worthy of the role, but a leader must come close to the qualification needed by

the organization, and he/she must know how to manage people and perform the role.

Understanding the people that work them allows the leader to use their talent effectively.

Treating people with respect is important as it is one of the formula for success. According to

Duhigg (2012) understanding the negative and positive habits, and using it to the advantage of

accomplishing the goal will help speed up change with least resistance. “Employees who feel

welcome to express their authentic selves at work exhibit higher levels of organizational

commitment, individual performance, and propensity to help others (Goffee, R., 2013). “A

hallmark of a well-aligned organization is its ability to adapt and realign as needed. For the long-
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 8

term stability of any plan, an organization must adjust its structure to fit new economic realities

without diminishing core capabilities and competitive differentiation. Organizational realignment

involves closing the structural gaps impeding organizational performance” (SHRM, 2015, Nov

30).

Personal Theory

At a very young age where the author learned very quickly that she has the natural ability

to create or bring jobs to any environment as long as it can make a difference to the lives of

many. Because the opportunity involves negotiation of employment terms, she uses

transactional to create the contract and transformational to bring the change. The author

“interacts with others and can create a solid relationship that results in a high percentage of trust,

that will later increase motivation, both intrinsic and extrinsic, in both leaders and followers”

(Leadership Central, n.d.). According to Your Leadership Legacy (n.d.) assessment, she is an

Ambassador leader. One who has the instinct in handling a variety of situations with grace, not

afraid to speak for the group, has nurturing qualities, an equalizer, a visionary and entrepreneur,

and can guide people. How she bring success to every organization that she works for involves

bringing different strategy fit to that organization. "By fostering a work environment where

people feel free to speak up and be proactive, the organization is creating the right place for

introverted leaders to be successful" Nobel, C. (2010, Oct 4). The transformational leadership

practice opened doors to many high-level contacts. The credibility brought into the process

created lasting friendship and respect not just to the high-level contacts but also on all workers

and every client and government offices involved in the process. The transformational leadership

solidified my aauthor’s bility to make correct decisions on everyone working in the company, the
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 9

clients from around the world, and the owner of the firm. The impact was significant, the goal

achieved, and changes were instantly happening throughout the organization keeping everyone

happy. Although transformational is mostly useful, being able to change means always adjusting

operation to get the target result. Such an organization requires a team of resilient workers with

leaders who thrive on the challenge, and owner who is willing to support the complexity of the

change. Success will bring more demand increasing the chance of an out-of-balanced personal

life. If neglected, the position can lead to high turnover. Thefore, whatever kind of theory is

used, it is important never to include balance for stability. Always check on the followers so they

feel connected and problems resolved quickly. “Unless you’re relentlessly open and honest in

your communication—constantly—things fall apart. I believe that close to 100% of all business

problems can be traced back to poor communication at some point.” (Sundheim, Doug, 2014,

May 5, par. 16). The leaders who lack flexibility, the high acceptance risk, the never-ending need

to strategize, and the never-ending global regulation changes are challenges that will never go

away. Many leaders “self-handicap themselves by shying away from using techniques that would

otherwise expand the ways” (Wenderoth, M. C., 2016, Apr 11) they can become competitive.

Conclusion

Writing about leadership is so much easier than done when applied to the real world because out

there, the complexity of human exists in every work environment. Did you know that there are so

many things written about leadership and how to become a better leader and yet our workplace is

full of bad leaders? Leadership is a huge responsibility that comes with managing the lives of

their followers while ensuring the goals are met. Reflecting the right image, respecting the

people makes the difference between followers allowing themselves to be led. How leaders
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 10

survive the prejudice in the pool of leadership is another matter that must never be used against

followers. If leaders learn to dance the politics of such life, the pain will be less and success will

be greater. Ultimately, accepting that leadership is not for everyone is a reality that can often

save many unrealistic dreamers from dismay. Locating the right leader beyond what resume and

personal interview can reveal is now made possible by ProScan an application that can reveal

important qualities of any candidate including what it takes to retain them that is not of monetary

value. Every decision made from management had an impact on internal and external

stakeholders (Cutler, 2014) which is why leaders need to be the stable one in the midst of any

storm. However, most leaders get lost in the midst of trying to fit in for an organization and keep

up with their workload that they lose sight of reality and fail in their job. Leadership is not

complex. Think of it as an art. Each artist (leader) is as unique as their genes. What makes them

great is the good use of color (the basics) and the creativity of using each stroke of the brush

(followers) in a way that brings out the best in everyone which ultimately creates the masterpiece

(success). Leadership can be amazing. The adrenaline rush from having the power to bring

change is easy to get lost into resulting in long work hours and burnout. Change and getting

stuck finding solution is inevitable. When that point is reached - spyhop (Dolphin

Communication Project., n.d.) to discover things beyond. Give followers an amazing experience

by spyhopping with them allows everyone to get a breather and aim for a different point of view

by seeing what is beyond current achievement. If spyhopping has amazed many people around

the globe, imagine what amazing thing you and your followers can do when you accomplish this

as a team. That world may discover one great moment of your accomplishment as you all dance

gracefully as one. Your achievement moment can become an inspiration to the world!
FINAL PROJECT MILESTONE FOUR: LEADERSHIP 11

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