Leadership Vision

Leadership Vision

 

My vision of leadership

 

Even though there are specific types of leaders stated in the theory, no such leader performs only one leadership style towards followers. From my perspective, employee is one of the most valuable stakeholders in leader’s viewpoint, thus, employee retention is the most significant ability of the leader. In addition, employees’ job satisfactions and happiness are the key to increase organizational productivity (Harris, Hinds, Manansingh, Rubino, & Morote, 2016). Therefore, servant leadership, which is a practice of being in a relationship with others (Spears, 1996), is a leadership style that I wish to achieve through emphasizing employees and involving them in every possible decision-making, so that the strong relationship is built and eventually be a crucial foundation to improve their performances.

 

Besides a well-built relationship between a leader and followers, the potential to transform followers by enlarging their understandings so that they eventually can solve issues and develop skills to achieve beyond expectation, which is a transformational leadership style (Yukl, 2006), is essential. After analyzing the two styles of leadership, I personally believe that servant and transformational approaches can be implemented and carried out together in the organization. As a result, the employee retention is strengthened and resulted in higher work satisfaction so that it can lead to maximize organizational value.

 

Real-world example

 

Satya Nadella, a CEO of Microsoft, is the leader who truly inspires my understanding of effective leadership because his conduct as a company’s leader ticks all the boxes of my vision of leadership. As he names all the representatives in the company as a “Team” instead of titling them as a subordinate or follower (Eragula, 2017), demonstrating the servant leadership practice and showing his care and sincere communication to everyone in the company. Moreover, he always seeks out creativities from the team and tries to understand each employee’s emotional needs rather than keeps pushing his ideas (Yahaya et al., 2011). Consequently, this behavior reflects the transformation leadership that further allows the organization to keep talented teams and enables his employees to feel trust and stay motivated. Therefore, it is clear that Satya performs both servant and transformational leadership style, which also matches the type of leader I would like to be.

 

Feedbacks from colleagues

 

Last year, I worked at a fast-growing company, and I had to cooperatively contact with different departments. Accordingly, there was a situation where I was assigned to help lead some ad-hoc projects. As I tended to encourage my team to do an allocated project by offering good examples and setting relaxation activities for everyone to exchange their opinions and ideas. After finishing the project, most of the colleagues were satisfied and characterized me as a motivator of the team because I always listen and seek for everyone’s point of view, then offer a solution based on their comments, instead of just assigning them to finish the tasks. However, I still try to maintain this way of working until today, for example, I adapt to the time when working as a group leader in MBA class, so that I could achieve a pattern of leadership in my ideal vision.

 

Skills development from MBA program

 

From my progression throughout the MBA program, I wish to obtain communication and motivation skills, which are significant expertise for the leader (Mumford, Zaccaro, Connelly, & Marks, 2000), so that I would be able to convey information to people clearly yet simply. Moreover, I desire to pursue these skills firstly from the in-class presentation by preparing proper information, summarizing them into simple sentences for the audience, and practicing as much as possible before the presentation day. Secondly, I will seek for comments and questions from my presentation from both classmates and lecturers, in order to understand audiences’ acknowledgement and improve any possible mistakes. As a result, it is possible to maximize both communication and motivation skills (Chandren & Yaacob, 2016).

 

 

 

 

List of References

 

Chandren, S., & Yaacob, A. (2016). Action research on enhancing accounting students’

oral presentation skill. International Review of Management and Marketing, 6(7), 321-325.

 

Eragula, R. (2017). The Eminence of Socially Inclined Leadership. International Journal

of Management & Business Studies, 7(1), 38-41.

 

Harris, K., Hinds, L., Manansingh, S., Rubino, M., & Morote, E. S. (2016). What Type of

Leadership in Higher Education Promotes Job Satisfaction and Increases Retention?. Journal for Leadership and Instruction, 15(1), 27-32.

 

Mumford, M. D., Zaccaro, S. J., Connelly, M. S., & Marks, M. A. (2000). Leadership skills:

Conclusions and future directions. The Leadership Quarterly, 11(1), 155-170.

 

Spears, L. (1996). Reflections on Robert K. Greenleaf and servant-leadership.

Leadership & Organizational Development Journal, 17(7), 33-35.

 

Yahaya, N., Taib, M. A. B. M., Ismail, J., Shariff, Z., Yahaya, A., Boon, Y., & Hashim, S.

(2011). Relationship between leadership personality types and source of power and leadership styles among managers. African Journal of Business Management, 5(22), 9635-9648.

 

Yukl, G. (2006). Leadership in Organizations (6^th ed.). Pearson Education.