Assignment Writing Help on Leadership Modeling

Leadership Modeling

Introduction

Leadership and modeling are two aspects of organizations that play an important role in successful organizational operations. The role played by an organization’s leadership in maintaining successful operation through engagement of the employees is effectively described by the concept of leadership modeling (Scarnati, 2002). In this context, leadership modeling refers to the development of behavior and attributes that can be imitated by others over whom leaders have authority. In involves the achievement of organizational success through the motivation of others to perform better rather than the use of subjective authority associated with authoritarian leadership principles. The focus in this regards is on the motivation of subjects rather than the accomplishment of success. The rationale behind seeking to motivate personnel is that motivation ensures sustainability of organizational growth while authoritarian leadership results in rebelliousness and subsequently the lack of sustainability in the organizational growth process (Storey & Holti, 2013).

It is the position of this paper that effective organizational leadership is built on the ability to achieve the organization’s goals through motivation rather than compulsion. In order to achieve this end, the paper focuses on the role of organizational leadership in role modeling and how this can be achieved in organizations. It will go into details of the various attributes of organizational leaders that enhance the role modeling capability of leadership. The specific purpose of the paper is to describe the nature of leadership modeling and relate it to various leadership styles and structures. It also provides recommendations regarding the application of effective leadership strategies for the achievement of positive role modeling in organizations.

Research Problem

The problem to be addressed by this study is the lack of sufficient research in the area of organizational leadership modeling. This paper will provide information regarding the relationship between leadership and role modeling hence filling this existing information gap. By finding this information, the problem of limited information will be solved, albeit to a small extent.

Research justification

The research study will be instrumental in providing essential information in the field of organizational behavior. The information that the study seeks to obtain and present is essential to the development of the dearth of information in this regards and can effectively address the information gap that exists with regards to role modeling in organizational leadership. In addition to this, the research topic is relevant to the discipline of organizational behavior and subsequently informative in my area of study.

Research Questions

In order to effectively achieve the aim of this study, the paper seeks to answer the following research questions:

  • What are the characteristics of effective leaders that can be instrumental in leadership modeling?
  • How has leadership modeling been achieved in organizations in recent times?
  • What recommendations can be made with regards to the enhancement of leadership modeling in organizations?

The research study is guided by various hypotheses, which include:

  • Effective leaders practice versatility and flexibility in organizational management
  • The strategies of leadership modeling are based on the different types of leadership strategies in organizational use

Literature Review

The leadership models in organizations take three levels based on personal traits, assessment of behavior, situational factors, functional capabilities and cognitive abilities. The levels of leadership based on these factors can be public, private or personal. Personal leadership has to do with one’s ability to lead him/herself in the midst of conflicting emotional perspectives and beliefs. The role of leadership in modeling has to do more with the public and private leadership levels. In order to achieve effective leadership in the public and private domains, Scarnati (2002) asserts that various concepts can be applied. According to Scarnati, effective leadership can be attained through experience, observations and the use of analogies and metaphors. With regards to experience, it is alluded that it plays an important role in the development of leaders. As individuals spend increasingly more time in leadership positions, they attune themselves to the demands of those positions. This is because they attain skills relevant to communication, management and motivation through their leadership strategies. Observations also help to build skills and thus enhance the positive impacts of leadership experience on organizational behavior. The use of analogies on the other hand is reported by Scarnati as being imperative in fostering positive relationships within the organizations. This can be applied in corrective criticism and culture building efforts.

According to Storey and Holti (2013), leadership modeling is interlaced with three essential elements. These elements include the provision of justification of a clear sense of organizational purpose and the leadership contribution towards attaining the purpose, motivating both individuals and teams to work independently and effectively and placing focus on the improvement of the organizational system. Storey and Holti affirm that the role of leadership in the provision of a sense of purpose in the organization is achieved through engagement in behaviors that focus on the experience and needs of service users. This is purported to be driven towards reinforcing the vision and mission of the organization and the contribution of the organization to the social scene. The focus is also supposed to be on behaviors that enhance the environmental interpretation amidst the work force and interpreting policy frameworks in ways that enhance accountability and evidence based practice. In motivating teams and individuals, effective leaders foster practices that encourage collaboration between and within teams as well as inter-organizational collaboration. Teams and individuals are also given clear, challenging and definitive goals with the aim of improving development. The improvement of organizational systems is aimed at making the work environment friendlier to the work force and the visitors. By indicating that the leadership is concerned with the work force well being, it is possible to attain a following in the organization that is synonymous to role modeling (Storey & Holti, 2013).

Through leadership modeling, it is possible to encourage a positive service culture among employees, maintain a sound work philosophy, ensure long term success and foster professional fulfillment in employees. All these play an important role in organizational leadership modeling. The impact of this is the continued growth of the organization with a sustainable profitability. According to Singh et al (2006), leadership modeling can be either distant or close. However, the ability of a leader to foster positive professional development and to develop philosophies for success play an important role in determining who is viewed as a role model and who is not. According to the study in which 10 professional women were interviewed as regards their views on professional role modeling through leadership, it was confirmed that individuals who are older or who occupy higher professional positions have higher chances of being considered as role models by younger individuals or those in lower positions. This belief is however dependent on the personal traits and organizational behavior of the leader in question.

According to Katene (2010), the role of effective leadership is to provide support for followers to achieve the collective organizational goals and to increase the satisfaction of followers at the same time. In achieving this, Katene describes various types of leadership strategies that effectively ensure that followers consider leaders as their role models. First leaders may use the directive strategy whereby leaders provide, clear rules, commands, and structures to be followed by the followers. By doing this, the leaders instill in the followers a sense of direction. In the event that the organization achieves success under the leader’s directive, the followers then view the leader as a visionary individual worthy of being a role model. Alternatively, the leader might apply principles of supportive leadership where the leader offers empathic and genuine respect for those being led. Katene describes this as being based on the leader’s ability to uphold the rights of the followers, and to show concern for their needs, and desires. Participative leadership on the other hand puts into consideration the opinions of those being led in the decision making process while the achievement oriented leadership model sets high aims for the followers and teams and expects them to be achieved. While Katene describes all these strategies as being significant towards the achievement of leadership modeling, it is the position of this paper that a combination of these strategies can be effective in role modeling as a leader. Leadership modeling is further described as being both transactional and transformational, focusing on the transactions by people and motivating people to do more respectively.

According to Taylor et al, leadership modeling involves various concepts such as strategic mentoring, and emotional support (2009). Strategic mentoring is mentioned as being the force behind transformative leadership, a concept founded on the ability of leaders to be their followers’ role models. This assertion is further supported by Muhlbacher (2004). Muhlbacher also describes various attributes associated with model leaders and their role in the attainment of leadership modeling. One of the attributive aspects of effective leaders is said to be a concern for the production. Besides this, Muhlbacher also mentions concern for people and concern for organizational values as being key features of leadership modeling. In highlighting the importance of these attributes, Muhlbacher describes a potential role model in leadership as being interested in their employees and capable of encouraging them, honest and open and with a work culture characterized by both internal delegation and a sense of customer orientation. Their behavior can be described as being challenging as well as motivating towards the employees while they are described as ambitious by the organization (Muhlbacher, 2004).

While several concepts have been identified as being related to leadership modeling by various authors, the existing information gaps are also highlighted. Scarnati (2002) claims that there is still a limitation in the amount of information on the subject of leadership modeling. As a matter of fact, he describes this as a challenge to carrying out studies that aim at filling this information gap. In addition to this Katene (2010) also highlights the impacts of the evolution in leadership on the role modeling capabilities of leaders. For instance, strategies in use today in the attainment of leadership modeling may not be relevant in future generations hence there is no single strategy that can be instrumental in the achievement of effectiveness in leadership modeling.

Methodology

The research study is based on the grounded theory of study. In this theory, the paper focuses on the development of a theoretical conclusion from the analysis of secondary data. To achieve this, a qualitative study was carried out based on secondary information obtained through a review of relevant literature. This particular approach was chosen because it involves the theoretical analysis of existing information, an aspect that empirically immeasurable qualities of information such as the attributes associated with the information desired in this study. The study was also exploratory in nature since it aimed at obtaining theoretical information. The literature review was carried out from a theoretical framework perspective. This is because attributes and recommendations all depend on theoretical data.

During data collection from existing literature on the study subject, the selection of relevant literature was based on the desired content of the paper. With respect to this, the choice of literature involved carrying out a search based on the required content. For every material obtained, an evaluation of the content was performed to determine the suitability of the material to the study. Through the evaluation process, a decision was then reached on whether to use a particular material or not. Materials with content that was most relevant to the study objectives were settled upon.

After the collection of data, the data collected was analyzed through recursive abstraction, a process that involves iterative summary of information to narrow down to the most relevant pieces that may contribute to the paper’s contents. This method is most suitable for qualitative data analysis.

Discussion

Q1. Leadership characteristics that are essential in leadership modeling

From the study carried out, it has been ascertained that for leaders to be effective as organizational role models, their personalities play an important role in their organizational behavior. Individuals who are honest and open are considered more effective as role models compared to others. In addition to honesty and openness, leaders also need to show concern for their followers in their actions. This supportive behavior places them on a pedestal for others to view them as role models. Besides being supportive, leaders viewed as role models also practice customer oriented management, using their followers for the generation of effective ideas for decision making. They also offer direction and a sense of contribution to teams and entire organizations. In so doing, they achieve organizational growth sustainability and professional fulfillment among their followers. Individuals experiencing satisfaction in their careers tend to look up to their leaders as role models. Another important quality that model leaders possess is their ability to communicate effectively and in a comprehensible manner that enables the development of positive sense of direction among followers.

Q2. Leadership Modeling in Organizations

In contemporary times, the application of inclusive leadership strategies takes center place in the achievement of leadership modeling. With regards to this, it is the role of leaders to identify and encourage positive attributes and organizational behaviors among their followers and to focus on professionalism. By doing this, organizations tend to instill a sense of responsibility and accountability in leaders and their followers, a concept which breeds feelings akin to awe and inspiration from leaders. By encouraging organizational competitiveness based on professionalism and social interactions, organizations make it possible for low level employees to desire to be like those in higher positions, particularly if the latter are older and/ or more experienced.

Q3. Recommendations for effective Leadership modeling

Leaders should use a combination of strategies aimed at attracting and maintaining employee inspiration. An example of such a strategy may involve the application of directive, supportive, participative and achievement oriented leadership strategies to various extents depending on the situational context. Besides such a combination, it is also recommended that interpersonal relationships in organizations should also be geared towards the development of positive values and encouragement of organizational development.

Conclusion

From the study carried out, the importance of leadership modeling in organizational growth is clearly depicted. From the findings, it has been confirmed that leadership modeling enhances productivity and effectiveness in organizations hence ensuring organizational growth. The study has been instrumental in answering the research questions, which formed the basis of the study. In addition to this, the proposed hypotheses for the study have also been confirmed to be true. A major limitation of the study is that it focused on a limited scope. Consequently, the information it gives cannot be conclusive with respect to the subject matter. A lot of research should therefore be carried out in leadership modeling and its impacts on organizational behavior. The main challenge faced in this study was the limited information with respect to leadership modeling due to the limited number of research articles that have been written previously on the same.

References

Katene, S. (2010). Modeling Maori Leadership: What Makes for Good Leadership. MAI Review Vol 2.

Muhlbacher, J. (2004). Role Models in Leadership and Self Psychology According to Kohut. Journal of Global Business and Technology. 32-39.

Scarnati, J. (2002). Leaders as Role Models: 12 Rules. Career Development International. Vol 7(3):181-189.

Singh, V., Vinnicombe, S. & James, K. (2006). Constructing a Professional Identity: How young Female Managers use Role Models. Women in Management Review.

Storey, J. & Holti, R. (2013). Towards a New Model of Leadership for the NHS. The Open university Business School.

Taylor, C., Taylor, J., & Stoller, J. (2009). The Influence of Mentorship and Role Modeling on the Development of Physician Leaders: Views of Aspiring and Established Physician Leaders. Society of General Internal Medicine.