Introduction
Managers operating different businesses often face situations in which they have to make critical decisions. According to Barrett (1), “when a situation arises that we have to deal with, there are three different ways we can arrive at a decision on what to do: we can use our beliefs to formulate a response, we can use our values to formulate our response, or we can use our intuition to formulate a response.” Effective leaders are characterized by strong personalities that are shaped by strong personal beliefs. These individuals are usually trusted with leadership positions because they possess a distinct ability to make decisions on crucial matters with a sense of confidence and conviction. These beliefs are portrayed in the character of the leaders hence the upholding of the traits theory of leadership.
Belief 1: Giving back to the society
As an individual, I believe that it is important to give back to the society. The society around us provides the necessary environment and motivation to prosper. Success at personal or organizational level is both motivated by the expectations of the society (Salerno & Brock, 3). As a manager, it is important to realize that the society provides the conducive environment upon which the business prospers. It is therefore critical that the business spares part of the profits that it has reaped from its activities to improve the welfare of the society.
Belief 2: Hard work pays
It is my firm belief that hard work is the basis of success. Individuals that work tirelessly to pursue their goals often end up achieving them. In the same manner, managers who motivate their staff to direct their efforts toward the attainment of common organizational goals often meet their performance targets. Hard work at organizational level ought to be analyzed in terms of the productivity of the employees given the same resources to work with (Barrett, 7). However, in the real world, credit for work well done sometimes goes to the wrong individuals. For instance, in a company set up, superiors may be given credit for achievements made by the hard working juniors simply because the company does not have mechanisms of recognizing such employees.
Belief 3: Honesty of actions
I believe that honesty is a very important virtue in all dimensions of human life. Individuals need to disclose all information necessary in making of certain decisions in good faith. Managers who transact business on behalf of the business should ensure that they are conducted in an open and transparent manner. Although the profit incentive is the main objective of doing business, it should never the reason for doing business in an unscrupulous manner (Cunningham, 13). Customers relate well to businesses that are honest in their dealings. The managers should adopt a leadership style that encourages its employees conduct the affairs of the business in a socially acceptable manner. Many successful organizations are reputable for their honesty in doing business.
Belief 4: Individuals define their own path in life
I hold the belief that individuals have the ability and power to determine which path to follow in their life. Likewise, leaders have the ability and power to decide which direction their organizations will follow. The decision to pursue profit maximization defines the profit making objective of the organization (Cunningham, 12). Employees of the firm will work toward the attainment of this organizational goal.
Conclusion
In summary, the beliefs that individuals hold has a significant effect on the leadership style that they apply to their organizations. Beliefs influence how we connect and relate with the rest of the world whether at personal or organizational level. These beliefs shape the direction that we decide to take in our endeavors.
References
Barrett, L. F. (2005). Emotion and consciousness. New York: Guilford Press.
Cunningham, J. B. (2001). Researching organizational values and beliefs: The Echo approach. Westport, Conn: Quorum Books.
Salerno, A., & Brock, L. (2008). The change cycle: How people can survive and thrive in organizational change. San Francisco: Berrett-Koehler Publishers.
