PERSONAL DEVELOPMENT AS A MANAGER AND LEADER

Personal Development as a Manager And Leader

Personal Development as a Manager and leader

This paper presents my views on my personal development as a manager and leader. For me, a person like my self cannot become charismatic (some have it and others don't).

When I think of leadership, the ideas of power, authority, and influence come to my mind. You may think of the actions of effective leaders in accomplishing important goals. You may think of actual people who have been recognized for their leadership capabilities. Dwight D. Eisenhower, 34th president of the United States, defined leadership as “the ability to decide what is to be done, and then to get others to want to do it.” Leadership can be defined as the ability of an individual to influence the thoughts, attitudes, and behavior of others. It is the process by which others are motivated to contribute to the success of the groups of which they are members. Leaders set a direction for their followers and help them to focus their energies on achieving their goals. Theorists have developed many different theories about leadership, and although none of the theories completely explains everything about leadership, each has received some scientific support. Some of the theories are based on the idea that there are “born leaders” with particular traits that contribute to their ability to lead. Other theories suggest that leadership consists of specific skills and behaviors.

I frankly accept as true that an individual can advance enough to do ok in an authority position. I think that using the most of what I say and do is scripted and context of it is very dramatic. I think most good actors could become charismatic. I believe that everyone has an ability to become a great charismatic leader.

I think that the behavioural approach seems logical as it focuses on how subordinates react to a leader's behaviour. It ascertains that behaviour is a factor which explains leadership effectiveness and re is no one best style of leadership, depending on situation at hand. It is useful for behaviour-shaping and model-based training as well as organisation design and job design in a company.

Nonetheless, this leadership approach ignores existence of informal leadership in business nowadays. In detail, someone who is not formal leader, such as team groups of peers, often influences employees. Similar to trait approach, it fails to consider all situational factors and to pay sufficient attention to variables that may moderate relationship between behaviour and outcome, such as satisfaction and performance.

I. Trait approach: Early leadership theories attempted to explain leadership by internal qualities with which a person is born (Bernard, 1926). Traits approach is established on idea that managers are born, not made. Key to success is basically in identifying those people who were born to be great leaders (Horner, 1997). Types of traits analyzed by diverse researchers encompassed personal characteristics, personality characteristics, communal characteristics, and personal adeptness and adeptness (House and Podsakoff, ...