THE PERSONAL SIDE OF LEADERSHIP

The Personal Side of Leadership

Abstract

In this study we try to explore the personal side of leadership. There are number of personal characteristics that shape the personality of a leader. The term leadership, by its very nature, is laden with meaning often derived from the interpreter's varied life history. For some, this represents an internalized identity, shared processes, or civic engagement grounded in experiences as social activists, with developmental mentors, or from positive group experiences. Some of the important characteristics of a leader include: Inspirational motivation, intellectual stimulation, individualized consideration, a genuine interest in people, integrity, the ability to communicate effectively, the ability to make decisions, the ability to relax, and emotional intelligence.

Table of Contents

Introduction4

Exploring Key Contemporary Theories6

Transforming Leadership6

The Personal Qualities of a Leader7

Ideal Behavior8

Inspirational Motivation8

Intellectual Stimulation9

Individualized Consideration9

A Genuine Interest in People9

Integrity9

The Ability to Communicate Effectively10

The Ability to Make Decisions10

The Ability to Relax10

Emotional Intelligence and Leadership11

Conclusion12

The Personal Side of Leadership

Introduction

There are myriad personal traits that are responsible for the shaping up the character of a leader. The term leadership, by its very nature, is laden with meaning often derived from the interpreter's varied life history. For some, this represents an internalized identity, shared processes, or civic engagement grounded in experiences as social activists, with developmental mentors, or from positive group experiences. For others, the term may elicit a more negative interpretation associated with abuses of power, positionality, or an impersonal focus on end goals (Knowles, 1991). These interpretations are often the effect of socio-historical marginalization or negative encounters with those that inappropriately wielded influence. Both ends of this interpretive spectrum can also be found in the body of literature representing leadership theory. Contemporary theory, however, has attempted to reframe the term with a greater focus on moral discourse and social purpose, shifting away from previous theory that favored management, production, and authority.

Early 20th-century perspectives on leadership typically reflected leader-centric approaches focusing on the leader as a positional authority. Largely examined in organizational or management contexts, these perspectives led to theories and research on how positional leaders accomplished goals in organizational settings, on what traits and styles were effective to achieve outcomes, and eventually on how the leader influenced others in the organization. These theories reflected prevailing social constructions of leadership that were associated with traditionally masculine, industrial, and structural approaches such as hierarchical relationships, achievement orientations, and leveraging of power. Families of leadership theory consistent with this approach include great man theories and trait-based leadership models. This body of theory contributed to the creation of a heroic leader archetype further linking leadership to the individual and to the extraordinary.

Over time, leadership theories began to explore the topic from more of a production orientation, examining not only individuals as positional authorities, but also the role follower's play in the leadership process. These theories still emphasized positional roles, but they acknowledged that outcome achievement was often dependent on the degree to which the leader could mobilize, motivate, and otherwise influence the commitment and productivity of followers (Hoare, 2006). Thus, leadership became synonymous with effective management and influence of human resources. Leadership theories consistent with this interpretation include behavioral theories, contingency and situational theories, path-goal ...