Leadership essay
Leadership Theories, Models, & Approaches
After studying leadership at both the undergraduate and graduate levels, I have learned numerous models and theories that inform my personal approach to leadership. One definition from Northouse views leadership as a process whereby one individual influences others to achieve a common goal. However, it is important to note that leadership is different from management. Positional power and authority do not confer the title of Leader automatically. Instead, leadership activities often have emotional and motivational components that inspire followers to act.
In my early professional life working in retail customer service, I was exposed to more managers than leaders. The organizations would measure managerial effectiveness objectively via sales quotas, customer satisfaction surveys, inventory management reports, etc. Proficiency was key and one’s ‘management style’ mattered little so long as the work was done. As a result, employee morale was inconsistent at best. There were days where I felt like a rusted cog in a machine—emotionally burnt out and desperate to find purpose. However, there were also days that flew by with ease, and I left work with a sense of accomplishment. When I look back to analyze what factors had the most impact, it was clear that the people I worked with were the difference makers. It is in those experiences that I first began to recognize the difference between leadership and management, and they in turn encouraged me to study this topic in a university setting.
Thus, my approach to leadership is naturally people-centered. Combined with my background studying sociology at the undergraduate level, I believe there is undoubtedly a connection between our personal and professional lives. Hence, determining success at work should also consider one’s personal growth. Bolman and Deal call this a human resource frame approach—or rather, a focus on accomplishing goals while ensuring sure people feel good about themselves and about their work. Importantly, this approach to leadership can be applied without holding a management position. I believe this ‘leading before managing’ approach has allowed me to become a better manager. In other words, I know how my employees feel because I once held their roles.
This people-centered perspective also reflects transformational leadership theory. Famously, Kouzes and Posner’s Five Practices of Exemplary Leadership Model prescribes actions for effective leadership using transformational leadership theory. Those steps are Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Other to Act, and Encourage the Heart . Since entering the workforce as a teenager, I have worked in a variety of settings and positions. In each role, I strived to achieve excellence. This standard was noticed by both my supervisors and my peers. For instance, when I worked in retail pharmacies, I advanced positions multiple times. Ultimately, I was poached by a former manager at a competing retailer to work as an assistant manager in his store. Along the way, I was cheered on and respected by my coworkers.
Once in my managerial role, I worked hard to create an environment where everyone ‘worked for each other.’ This goal was not set by a corporate standard, but rather a vision of a place that embodied teamwork. I saw this role as an opportunity to change the ways tasks were completed. This was achieved by identifying the areas where my employees excelled and assigning them the work they enjoyed . In doing so, my team operated at an above average standard. Our store goals were met, our customers were happy, and I ensured that my employees felt valued and appreciated.
My position and management style in that capacity was rooted in a desire to ‘be the manager I wanted to work for.’ It was helpful that our jobs were consistent week-in and week-out. I knew the people I worked with, and I started each shift with a basic script of how the day would go. While this offered valuable insight into my personal leadership style, I had to adapt that approach for a different supervisory role working in the sports industry.
Similar to other jobs I had worked before, I started my journey at the bottom as a part-time ticket seller in a box office. My family had recently relocated to a new city, and the professional soccer team just opened a new stadium in my neighborhood. Within two weeks, my work ethic was noticed by a ticket operations manager, and I was asked to work on non-match days along with the box office manager. During the lulls of the day, I asked to learn more about the ticketing system we used. And, in a short amount of time I was trained to handle more complicated ticketing requests from other departments. With that additional training, I was given more responsibility on match days. I would help my peers troubleshoot complex problems from fans and our sales team. Shortly after, I was offered a new position working in the back office with the whole ticket operations team.
While I was assigned various tasks to aid the team, my role still largely centered on supervising box office staff. It was apparent that there were significant differences in this new environment compared to my former in-store role. For example, I worked with the match day staff five to ten days out each month, and their positions were seasonal. Moreover, the work was fast paced—serving hundreds of fans in a span of a few hours. Resultingly, I adapted my leadership style to a situational approach. Northouse describes situational leadership as having directive (task) and supporting (relationship) dimensions. Based on each team members strengths and capabilities, I would use a specific approach for each scenario. For instance, the ticket sellers who worked more hours and were carryovers from the previous season required less monitoring. Those employees handled heavy workloads and often helped less experienced employees. To serve their needs, I would check-in and ask how I could support them. Next, for the employees who were less experienced, I would coach them on the system and use explicit instructions when assigning their work. Thus, by using this situational approach, I balanced my own workload and ensured our operation was successful.
Both transformational leadership and situational leadership offer uniquely helpful perspectives. Models such as Kouzes and Posner’s Five Practices of Exemplary Leadership offer guidance to include ethical, inspirational treatment of followers. Supplementarily, the situational approach informs leaders on how they should act in specific situations. Overall, I find it important that both styles include a relationship component that transcends the traditional manager-employee model. Therefore, combining my work experience with my formal studies, I would absolutely feel confident using both styles in future leadership roles.
Leadership Essay
Leadership Behaviors
Leadership theory and models offer prescriptive approaches and conceptual descriptions of effective leadership. Furthermore, it is theorized that individual personality traits of leaders may aid in their effectiveness. Moreover, even without those natural abilities, increased self-awareness and practice can supplement the skills the leader possesses. However, research and appropriate depositions are not necessarily indictors of how a leader will act. Simply put, there is no guarantee that a leader’s behavior will reflect their best intentions. Additionally, there are no substitutes for lived experience. Thus, it is imperative for leaders to consider their past behavior and compare that to relevant leadership behavior theories and models.
There are a number of behavior theories, but not all are useful in the analysis process. For example, contingency theory (or situational theory) suggests that effective behavior in one scenario could result in wildly different results if applied to a different situation. Therefore, it is imperative that leaders adapt their behavior to the specific setting with the primary objective in mind.
In support of this prescriptive approach is the social theory of symbolic interactionism. Overall, this school of sociological thought suggests that individual behavior and self-presentation shift rapidly to meet the moment before us. For example, prominent social theorist Erving Goffman writes:
"Individuals will be concerned with maintaining the impression that they are living up to the many standards by which they and their products are judged… [Thus,] the key factor in this [social] structure is the maintenance of a single definition of the situation… sustained in the face of a multitude of potential disruptions."
This dramaturgical perspective (i.e. a theatrical metaphor for our expressed behavior) reminds us that people are capable of constructing meaning for their current actions and reality. Thus, applied to a leadership context, it is incumbent upon leaders to create purpose for followers. Moreover, they must display behavior that comports with the end goal and is relevant to the current scenario.
Task-Orientated and External Monitoring Behaviors
Khan and Khan note four leadership behaviors (tasked-oriented, relationship-orientated, change-oriented, and external monitoring) that suit specific objectives. For example, task behaviors—such as planning, clarifying, monitoring, and problem solving—are the most similar to the four functions of management (considered to be planning, leading, controlling, and organizing). It is important to note that not all leaders occupy formal positions of power [link to reference table of the differences], however the roles they play may overlap from time to time. As stated in my essay on Leadership Theories, Approaches, and Models, I have the most experience demonstrating these behaviors in past occupations as a retail manager and box office operations manager.
Another leadership behavior noted by Khan and Khan discusses how leaders should act in the external environment. These behaviors are networking, external monitoring, and representing. In my current role as a financial manager for a small town restaurant business, I demonstrate external monitoring skills in 2020 during the height of the COVID-19 pandemic. As was the case for many restaurants, we experienced a significant decline in sales as a result of a necessary stay-at-home order. Unfortunately, our employees were impacted the most because our sales could not cover labor expenses. To address this problem, the government created the Paycheck Protection Program (PPP) which offered forgivable loans to help cover labor costs. Through diligent monitoring of the external environment, I created detailed financial reports that supported our case for a PPP loan. As a result, our application was submitted on the very first day that banks started accepting applications. Two of my proudest achievements were procuring a PPP loan of over $57,000 to cover labor expenses and an additional forgivable loan of $10,000 from the Small Business Association to cover other costs.
Relationship-Oriented and Change-Orientated Behaviors
The final two leadership behaviors as defined by Khan and Khan are most relevant to the previous discussion on symbolic interactionism and the dramaturgical perspective —summarized as the expressed behavior based on our perception of reality that conveys the image we want to represent. Relationship-oriented behaviors expressed from this viewpoint suggest that leaders enhance the capabilities of their followers through inspiration, guidance, and by defining purpose. These are similar to the behaviors noted by Khan and Khan as actions that support, empower, develop, and recognize the efforts of their followers.
Overall, managing relationships to achieve the desired results require an understanding of interpersonal dynamics. Furthermore, effective development of relationships requires a thorough understanding of our own personal tendencies (i.e. our strengths and weaknesses). As Kouzes and Posner phrase it, “The mastery of the art of leadership comes with the mastery of the self, and so developing leadership is a process of developing the self." One approach noted by Bolman and Deal emphasizes the practice of emotional intelligence (EI)—described as social skills implemented that reflect an awareness of the self and others.
Through my study of leadership, I have had the chance to assess my EI skills in a graduate course focusing on Contemporary Issues in Leadership. Moreover, my thorough understanding of the content is reflected in my grade of “A” in the course. In short, I feel confident in my ability to navigate interpersonal relationships because I have developed an important skillset that is transferable and applicable to all social interactions.
Finally, and most relevant to meaning creation and our ensuing behaviors, is the topic of leading change. There are numerous models and theories that explore how leaders affect change. I have been fortunate to study this topic at both the undergraduate and graduate level (receiving and “A” in both courses). The textbook (Organizational Change: An Action-Oriented Toolkit by Deszca, Ingols, & Cawsey) used in my graduate class particularly focused on the Change-Path Model created by Deszca and Cawsey. Throughout this process, we are instructed to become champions for change. These leadership behaviors match Khan and Khan’s stated change-orientated behaviors (envisioning change, encouraging innovation, and facilitating collective learning). Crucial to this process is adapting our behavior to signal confidence in the change effort. We must communicate the need for change for all stakeholders (e.g. followers, managers, external stakeholders, etc.) throughout the change process. Doing so can be a laborious task, but it is a necessary one. Thankfully, one project in this course required us to enact change at work. I will link my paper detailing how I approached this process and its success below.
Overall, situational leadership (or contingency theory) allows us to adjust our actions to the task at hand. A large body of sociological thought suggests that this process is natural and necessary. Thus, with guidance from my Organizational Leadership program and through lived experience, I feel confident that I can adapt my behavior to meet the moment. Most importantly, I will be able to act in accordance with my values and also with consideration for diverse experiences. For more on this, please see my additional essays relating to those topics (see: Leading Diversity; Ethical Leadership).