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Running Head: ROLE OF INSPIRATIONAL LEADERSHIP

Introduction to Management

Research Paper and Presentation

Role of Inspirational Leadership

Student’s Name:

University Affiliation
ROLE OF INSPIRATIONAL LEADERSHIP i

Abstract

The role of leaders is to inspire their juniors through creating standards, employing

knowledge reinforcements and allocating significant but thought-provoking tasks. The

current research on leadership has focused on eight related traits connected to

leadership; Motivation, the aspiration to lead, self-reliance, aptitude, work-relevance

understanding and susceptible to a fault. Previous studies harmoniously conclude that

inspirational leadership roles focus on motivating employees to support teamwork,

honesty, fairness, creativeness, relationships with people, innovation, flexibility and build

a strong organizational culture.


ROLE OF INSPIRATIONAL LEADERSHIP ii

Table of Contents
Abstract ........................................................................................................................................................ i

Role of Inspirational Leadership ........................................................................................................... 1

1.0 Introduction ................................................................................................................................... 1

2.0 Analysis ........................................................................................................................................... 2

3.0 Conclusion...................................................................................................................................... 5

References .................................................................................................................................................. 6
ROLE OF INSPIRATIONAL LEADERSHIP 1

Role of Inspirational Leadership

1.0 Introduction

The role of leaders is to inspire their juniors through creating standards, employing

knowledge reinforcements and allocating significant but thought-provoking tasks. The

main role of inspirational leadership is to motivate junior workers to maintain a positive

and passionate teamwork inner self (Sun, Xu & Shag, 2014). New product development

group transformational leadership positively relates to group performances. Additionally,

the group environment intermediates the relationships between most aspects of new

product development team transformational leadership. Eichenwald (2017) defined

leadership as the process of influencing individuals or groups toward the achievement of

goals. Early research focused on ascertaining individual features that distinguished

leaders from non-leaders. The current study on leadership has focused on eight related

traits connected to leadership; Motivation, the aspiration to lead, self-reliance, aptitude,

work-relevance understanding and susceptible to a fault.


ROLE OF INSPIRATIONAL LEADERSHIP 2

2.0 Analysis

Power in inspirational leadership gives the leaders capacity to influence and inspire

actions or decisions. Most effective methods of power are the referent or expert powers

since they are derived from individual's point of view. However, most of the leaders use

coercive, legitimate or reward approaches though less effective. Contingency Leadership

had changed when compared to traditional approaches. The current leadership focuses

on inspiring employees to support teamwork, honesty, fairness, creativeness,

relationships with people, innovation, flexibility and build a strong organizational culture

(Mo, & Shi, 2017). Neglecting motivation is impossible since it signifies the team's

foundation of productivity. Organizational performances rely on personnel availability

and willingness to perform assigned duties. The need to inspire workers and treat them

as resources within the organizations remains one of the leadership roles and skills.

Covey (1998) on the seven habits of highly effective people publication presented an

approach to effectiveness in achieving goals by aligning oneself to what he termed as

“true north” principles that are based on character ethic representing itself as collective

and endless. The first three habits (constantly proactive, start with the end in mind and
ROLE OF INSPIRATIONAL LEADERSHIP 3

placing first things first) according to Covey (1998) revolve around moving from

dependency to individuality. Reflect win-win, strive first to cognize then to be understood

and synergize advocate for interdependence approaches such as team working. The final

habit; sharpen the saw emphasizes on continuous improvement in equally on personal

and interpersonal domains of inspiration. Finally, he urged leaders to find their voices

and use that voice to inspire others to their voices too.

According to Gabriela & Dorinela (2017), leadership influences employees devotion to

their work and similarly employee detachment from their work occurs as result of

leadership styles. Employees are dissatisfied with those leaders and organizations that

treat them as liabilities, resources for meeting their personal goals and ordinary

executors who have no room for giving their views, ideas and desires. Gabriela &

Dorinela (2017) argue that workers often consider the fundamental equity needs of job

security, or compensation while performing their duties. Poor leadership styles put less

weight on staff motivation leading to frustrations, dissatisfaction, low employee

engagement, low commitment to company’s goals and low level of employee-employer


ROLE OF INSPIRATIONAL LEADERSHIP 4

relationships. Employee satisfaction and inspiration at workplace remain indispensable

variables in leadership as they directly affect staff performance.

The Fiedler Model on leadership argues that effective team performances depend on

the match between interacting styles of leaders with followers and the extent at which

the conditions permit leaders to regulate and inspire (Fiedler, 2015). The model

concludes that task-oriented leaders perform better both in favorable and unfavorable

circumstances. Based on the model, three contingency models explain the vital

conditional aspects of effective leadership; employer-employee relationships, job

structure, and positive influence.

Hersey and Blanchard’s Situational Leadership model matched leadership styles with

subordinates’ readiness to leadership acceptance and ability and willingness to carry on

with a particular work. The leader should be prepared to give up control as the

subordinates gain competency at work. The model incorporates Fiedler leadership

dimensions to create four specific styles of leadership; Telling, selling, participating and

delegating (Fiedler, 2015). Based on these models and others, inspirational leadership
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roles include managing conflicts, coaching, liaising with external publics and

troubleshooting.

3.0 Conclusion

Effective inspirational leadership focuses on how business is done not how business

gets done (Eichenwald, 2017). The power to raise or destabilize business performance

rest hands of individual employees. The primary goals of inspirational leadership are

simple: inspire and support employees to make wise decisions independently. Adaptation

the reality thus demands a significant shift in the outlook and behavior of the leaders.

The current inspirational leadership is anchored on developing trust through integrity,

competency, loyalty, and honesty. Mo & Shi (2017 argues that trust inspires people to

commit, develop strong organizational culture, fosters job satisfaction and improves job

performance.
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References

Covey, S. R. (1998). The Seven Habits of Highly Effective People. New York: Fireside

personality dimensions: A replication among English adults. Journal of Genetic

Psychology, 162, 119-123.

Eichenwald, M. (2017, March 01). The Importance of Inspirational Leadership. Retrieved

April 02, 2018, from http://www.clomedia.com/2017/02/27/importance-

inspirational-leadership-reshaped-world/

Fiedler, F. R. E. D. (2015). Contingency theory of leadership. Organizational Behavior 1:

Essential Theories of Motivation and Leadership, 232, 01-2015.

Gabriela, H. M., & Dorinela, N. (2017). The Leadership's Role in Motivating

Employees. work, 4, 4-180.

Mo, S., & Shi, J. (2017). Linking ethical leadership to employee burnout, workplace

deviance and performance: Testing the mediating roles of trust in leader and

surface acting. Journal of Business Ethics, 144(2), 293-303.


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Sun, W., Xu, A., & Shang, Y. (2014). Transformational leadership, team climate, and team

performance within the NPD team: Evidence from China. Asia Pacific Journal of

Management, 31(1), 127-147.

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