Promoting Educational Innovation and Change
Introduction
The paper seeks to discuss the effectiveness of the approaches and shared concepts on leadership discussed in the assigned readings by Kouzes and Posner (2003). The leadership framework explained by Kouzes and Pozner (2003) emphasizes on the relational approach of leadership. Both suggest that successful leadership is made possible by the interactions of people. Positive relationship among the employees and the leaders is important in enabling people to obtain extraordinary processes in the society. The main components in the overall leadership process are to achieve the overall team goals and objectives. The authors discussed some of the most important traits and skills that good leaders have, which include honesty, competence, and the overall ability to enhance long-term strategy in influencing the employees (Avolio & Yammarino, 2013). The combinations of these leadership traits are critical in improving the ability of the employees to follow instructions, and enhance organizational performance. The most essential and notable leadership trait is credibility. Without credibility, leaders cannot be able to motivate and lead employees.
Moreover, Kouzes and Posner (2003) discuss the approach of “Model the Way” that helps in clarifying the company values and shared cultures. Shared values and culture is appropriate in improving loyalty, teamwork, and strong focus on the organizational goals. Leaders should identify shared values, and teach employees on how to develop the team’s values. Thus, the leaders should set good examples in reinforcing the expected behaviors in the organization. The leaders must incorporate real life examples in enhancing the commitment and dedication of the leaders and teams.
In addition, it is important to note the need for shared vision envisioning a new future for the organization. To develop a future for the leaders, the authors emphasize on the significance of team responsibilities and developing a common objective. In emerging events, the leaders are expected to represent the organization in the events. Leaders are expected to target the future of the organization (Bono, Hooper & Yoon, 2012). Obtaining a common goal comes from interacting with employees and determining the real vision for the organization. Aligning common objectives comprises first obtaining the meaningful aspects for the group and aligning them with personal goals. To understand the organizational vision, leaders must understand the interests and aspirations of the group. This can be reflected through expressing their interests and emotions.
Communication among the group and other external entities is appropriate in promoting leadership. Effective communication enhances initiative and excise of control. However, it is advisable for leaders to limit communication that enhances the design of new ideas and information. Kouzes and Posner (2003) suggest that good leaders must develop a good climate to promote risk reduction. Leaders can develop a new environment by a series of small influences in the organization. Even though the leaders may fail, failures are a learning experience. As a result, failure is a significant component of the ultimate success and leaders should be able to understand the success and failures of the team.
Similarly, fostering collaboration and strengthening other persons is important. Collaboration is an important concept of developing an environment of trust and enhancing relationships. Without strong trust, the work teams are unable to reach their full potential. It is expected that leaders who show trust improve the trust of the members. Collaboration can be improved through face-to-face interactions among the team members. For example, self-determination is an essential aspect of developing the competence of the employees in working with others. In order to promote self-determination, leaders should learn that authority and power is obtained from engaging other persons (Wright, Moynihan & Pandey, 2012). Giving the workers some power for decision-making and accountability can provide optimal benefits. Establishing a team confidence is appropriate in enhancing effectiveness and positive results through encouragement.
The recognition of contributions is another critical element of indicating exemplary leadership. These include the personalization of recognition. Having increased expectations for the worker’s performance indicates the leaders trust and believe in the team’s capability and abilities. Encouraging good performance enhances the likelihood of the workers to perform better. For instance, the personalization of the worker’s efforts realizes and appreciates the employees’ hardwork and performance. Celebrating the team values is necessary in developing and supporting team spirit (Avolio & Yammarino, 2013). For example, the employee’s efforts can be recognized in public or other regular celebrations in the company. Noting the team’s efforts in a public gathering reveals to them that they are still important to the overall organizational goals. Such celebrations could motivate the employees to be dedicated more to their tasks. Leaders should be involved in order to show their care to the team members as well as indicating respect that promote the leader’s credibility.
Most importantly, Kouzes and Posner (2003) suggested that it is important to recognize the skills and behaviors of the employees. This helps in matching the employees to their right jobs and responsibilities in the company. The skills of the workers can be learned and improved in the company to support leadership. Love is another significant component of leadership useful in promoting the overall organizational performance. Love should be a secret for the leaders, and useful in improving the overall leadership of the organization. Therefore, the leaders should enjoy their roles and tasks in leading and guiding the organizational roles and tasks.
The leadership model discussed by the authors provides relevant skills and proper motivation to enhance performance. The practice of creating a shared vision is necessary in developing a sense of direction among the leaders to guide the entire organizational success. As a leader, a person is supposed to control and manage both external and internal demands to enhance improved performance and productivity. According to Moynihan, Pandey and Wright (2012), the management of organizations believes that the creation of building shared vision is important to bring people in the organization to promote commitment to shared vision and goals.
Conclusion
In summary, the discussions of Kouzes and Posner (2003) are useful in developing necessary concepts and elements to enhance leadership among the firms. Shared vision creates strong sense of purpose among employees to enhance long-term strategy and dedication to the organizational effectiveness and success. The transformational leadership model is clearly aligned to the arguments of Kouzes and Posner. The transformational leadership is necessary in offering the leaders a sense of purpose that overcomes the short-term objectives of the company. Based on the model, true leadership is not developed by changes within the organizations. Some of the ways in which leaders can be transformative includes enhancing awareness on the worker’s tasks and values, helping employee to focus on team goals, and activation of high-level needs. Most importantly, Kouzes and Posner (2003) emphasize on the need for effective communication and collaboration of the employees that support organizational performance.
References
Avolio, B. J., & Yammarino, F. J. (2013). Transformational and Charismatic Leadership: the Road Ahead (Vol. 5). Cambridge, MA: Emerald Group Publishing.
Bono, J. E., Hooper, A. C., & Yoon, D. J. (2012). Impact of rater personality on transformational and transactional leadership ratings. The Leadership Quarterly, 23(1), 132-145.
Kouzes, M.J. & Posner, Z. B. (2003). Encouraging the heart: A leader’s guide to rewarding and recognizing others. New York, NY: John Wiley & Sons.
Moynihan, D. P., Pandey, S. K., & Wright, B. E. (2012). Setting the table: How transformational leadership fosters performance information use. Journal of Public Administration Research and Theory, 22(1), 143-164.
Wright, B. E., Moynihan, D. P., & Pandey, S. K. (2012). Pulling the levers: Transformational leadership, public service motivation, and mission valence. Public Administration Review, 72(2), 206-215.