Discuss about the Business Writing for Transformational and Charismatic Leadership.
Currently business managers just do not need excellent managers; rather they look for excellent leadership capabilities in a manager. This demand is seen in organizations because strong leaders act as the key source to maximize production and directing the human resource to common business goals. Without leadership, a business environment remains dormant. However, presence of adequate leadership in business organizations promotes effective implementation of business ideas. They play an influencing role in delegating responsibilities, taking calculated risk and coordinating both employee and organizational needs (Hoffman et al., 2011). Hence, business manager who aim to become a leader need to transform their personal values and turn it to calculated actions. This report gives further insight into the need for managers to translate their personal values in to calculated risk and provides a discussion regarding the characteristics required by a leader with support from the article ‘ The discipline of Building Character’.
Review of actions and beliefs to make transition from a manager to business leader
The article ‘The discipline of building character’ written by Badaracco, (2017) provides an explanation regarding how professional responsibilities and expectations comes into a conflict with deepest personal values. Different individuals may have different approach to tackle such situations, however such decisions ultimately defines their individual character. For business managers, who come with their own personal values, they need to translates their values to build effective leadership characters. This starts from taking shrewd steps towards improving business productivity and employee performance. Once leaders build a strong identity of their own, they make a successful transition towards becoming a business leader too. Hence, the Badaracco, (2017) gives a comprehensive description regarding how a manager with expertise in management skills can engage in intuitive work as a leader. Many thought provoking questions can help them to transform their values into calculated actions. Benjamin & O'Reilly, (2011) supports the facts that good leaders are those who have the willingness to engage in courageous actions and take bold moves to improve their chances of success.
In alignment with Badaracco, (2017) view about building leadership characters in a manager, it can be said that managers can learn to take calculated risk only when they engage in a process of self-inquiry. This method of inquiry helps to better handle business situations and identify appropriate moves needed to overcome the problem. Obiwuru, (2011) further highlights the characteristics that make good leaders survive in their job. The core quality of a business leader includes self-awareness, decisiveness, integrity, fairness, knowledge, enthusiasm and endurance. Hence, a business manager who personally does not endure wrong things in their life will have to learn the tricks of endurance. In another word, it can be said that those managers who want to become a leader must build themselves like an endurance athlete. This is because a manager only manages business operations but a leader has the extended role of being visionary and motivating employees to perform too. Mental toughness is important for them to survive in a complex business environment. Adapting the following elements of mental toughness is critical to take the right steps towards building effective leadership characters:
- Firstly, they need to be flexible to accept the unexpected and still motivate themselves to re-educate and take the right calculated moves
- Responsiveness is also an important attribute for successful business leaders so that they can take prompt action in complicated situations. Such qualities also foresee and manage threat in business environment beforehand.
- The characteristics of strength and courage are also important for managers to modify their own personal values and develop mental toughness. Managers who are timid can never have psychological strength to handle adverse and tough situations in a judicious manner.
- Lastly, the resilience is the key source for a person who aims to become business leaders (Riordan, 2017).
Hence, the above mentioned qualities enable a business manager to acquire the right leadership qualities and engage in careful deliberation to take bold and calculated moves. Top leaders have earned recognition for their work by learning to take high-risk decisions.
The main proposition of the article ‘The discipline of building character’ was that business leaders need to refocus on their core values to resolve the toughest business challenges. This is important because many times the deeply rooted values creates conflicts and comes in the way of professional responsibilities. An appropriate step to refocus on core values is to critically evaluate what values and commitment is most important in current situations. This helps to take the right decisions and complement business operations by means of shrewdness, persuasiveness, tenacity and self-confidences in ones skills (Caldwell et al., 2012). Such method of recognized values and commitment according to current goals and objectives helps a business manager to combine idealism with realism too (Badaracco, 2017). On this basis, managers will slowly build their own leadership style to achieve the goals of their business organizations. Companies mostly look for an exceptional leadership style in managers to add value to their organization. Such demand is rationally correct because difference leadership behaviours have been found to significantly affect project performance (Hargis, Watt, & Piotrowsk, 2011). Hence, leadership style is becoming critical for success of business organization.
The development of leadership characteristics in business organization is also understood from different leadership theories. It also reflects how their behaviours encourages employees to succeed and move towards the same business goals. For example, the trait theory of leadership focuses on what common personality characteristics are needed by effective leaders. It may involve internal traits like integrity, decision-making skills, assertiveness and empathy. This is also related to the internal belief and process of an individual to respond to any situation Colbert et al., 201. A contrasting insight into the leadership character is also provided by the behavioural theories of leadership. For instance, Kurt Lewin categorized leaders on the basis of their behaviours. He gave the argument for three types of leadership such as autocratic leaders, democratic leaders and Laissez-Faire leaders. Autocratic leaders are those who do not consult the team before decision making and they do not focus on team agreement for any action. Another type of leaders are democratic leaders who focus on taking feedback from team before engaging in decision making. In contrast to the above two leaders are Laisseze-faire leaders who do not interfere and gives the team a chance to show their capability. Such leadership style works if the team is highly capable (Hoel et al., 2010). All these different leadership style also reflects the personal values and belief of an individual’s on the basis of which the take actions within business environment.
The article by Badaracco, (2017) discussed about the process of transition of a manager to an effective leaders. While translating their personal values to calculated business actions, their personal values determine the ethical course of action they will take to support their workers and organizations. This action ultimately transforms to different leadership styles. Hence, it clarified that personal values also play a role in leadership effectiveness. The article by Ciulla, (2014) supports this fact by explaining that combination of many personal values of an individual determines the action of the same person in the leadership role. Therefore, a manager’s capability as a leader can be evaluated by his/her perceptions, attitude, motivations, personality, self-motivation and commitment. These variables are enough to understand behaviours of managers as leaders. This type of evaluation can reveal the value orientation and specific skills of leaders to motivate employees.
The above mentioned points present the link between leader’s effectiveness and their personal values. Hence, they can translate their personal values into appropriate leadership style and calculated moves only by means of commitment and goal setting process. The first step for them will be to determine the short and long-term goals for the organization. Secondly, they need to engage in critical thinking process to take calculated moves. This will depend on knowledge and insight about high-risk situation in organization and success can be obtained amidst high-risk situation. It may also involve the meticulous task of marketing research to understand the correct moves to success and tackles such situation (Antonakis & House, 2013). However, if managers are not committed to business excellence, they may take an escape route. This will mean doom for the organization. Due to this reason only, having positive personal values is considered important to handle a complex task like leadership and encourage the whole to work in the same direction.
The discussion on the need for managers to translate their personal values to calculated moves gives useful insight into the role of personal values for leadership effectiveness. The article ‘The discipline of Building Character’ gave the indication regarding how personal values can be transformed by managers to make the transition to effective leadership style. This fact is further supported by evaluation of leadership theory, leadership behaviour and effective qualities and mental characteristics required by organizations to success in the leadership role. In future, to develop more leaders, it is necessary to engage in personality development too so that their character and resilience facilitates them to take calculated bold moves and promote success of business organization.
Antonakis, J., & House, R. J. (2013). The full-range leadership theory: The way forward. In Transformational and Charismatic Leadership: The Road Ahead 10th Anniversary Edition (pp. 3-33). Emerald Group Publishing Limited.
Badaracco, J. (2017). The Discipline of Building Character. Retrieved 22 August 2017, from https://hbr.org/2006/01/the-discipline-of-building-character
Benjamin, B., & O'Reilly, C. (2011). Becoming a leader: Early career challenges faced by MBA graduates. Academy of Management Learning & Education, 10(3), 452-472.
Caldwell, C., Dixon, R. D., Floyd, L. A., Chaudoin, J., Post, J., & Cheokas, G. (2012). Transformative leadership: Achieving unparalleled excellence. Journal of Business Ethics, 109(2), 175-187.
Ciulla, J. B. (Ed.). (2014). Ethics, the heart of leadership. ABC-CLIO.
Colbert, A. E., Judge, T. A., Choi, D., & Wang, G. (2012). Assessing the trait theory of leadership using self and observer ratings of personality: The mediating role of contributions to group success. The Leadership Quarterly, 23(4), 670-685.
Hargis, M. B., Watt, J. D., & Piotrowski, C. (2011). Developing leaders: Examining the role of transactional and transformational leadership across business contexts. Organization Development Journal, 29(3), 51.
Hoel, H., Glasø, L., Hetland, J., Cooper, C. L., & Einarsen, S. (2010). Leadership styles as predictors of self?reported and observed workplace bullying. British Journal of Management, 21(2), 453-468.
Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A. W. (2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54(4), 779-796.
Obiwuru, T. C., Okwu, A. T., Akpa, V. O., & Nwankwere, I. A. (2011). Effects of leadership style on organizational performance: A survey of selected small scale enterprises in Ikosi-Ketu council development area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1(7), 100.
Riordan, C. (2017). Six Elements Of Mental Toughness. Retrieved 22 August 2017, from https://www.forbes.com/2010/09/17/executive-mental-toughness-leadership-managing-athletes.html