Leadership is a term that is open to several definitions; accordingly, several theories that are geared towards explaining its various aspects have evolved. Such theories range from the great man theory that proposes that leaders are born to the behavioral theory that suggests that leadership is a skill that is learned (Leadership-Central.com). Nevertheless, leaders are defined by the attributes they possess; whether acquired or inborn. Conventionally, leadership is the ability to direct affairs and people within an organization as well as making decisions on behalf of the followers. Similarly, leadership encompasses talking and persuading members into accepting or rejecting some ideas. Learning about leadership involves studying various aspects such as leadership theories, styles, actions, and followership. Notably, the aspects mentioned above of leadership equip with adequate knowledge to identify or develop extraordinary leaders. The assignment reports the course, and the lessons learned from interviewing designated leader. Besides, it indicates several features of leadership learned in the classroom in a practical perspective.
The interview background
The interview happened after a long period of deciding and selecting the most qualified and fit individual for the position. The assignment sought an individual who was charismatic, has led in several institutions and organizations, walks the talk, and whose efforts are evidenced by the outstanding achievements. Such person was ideal for the interview because he or she possess the desirable qualities in a leader (University Alliance). Similarly, the responses given by such person are significant because they have been applied successfully. Eventually, Prof. David Shafer was the ideal leader for the interview; precisely, he has a remarkable history of exemplary performance and excellent achievements.
Interviewee’s responses to questions
Furthermore, the Professor’s thoughts on group process and leadership are that good, talented people are not available; therefore, one should mold the people he or she desires. He articulates that his leadership style involves enriching his employees to be the competent people he desires. Consequently, his practical day-to-day issues in leadership include getting people in the right place at the right time while still ensuring that everything is in progress. Prof. Shafer believes that in transformational leadership, he is the change; otherwise, he has to be innovative and creative. Besides, he does not believe in group renewal rather he prefers advanced training to get some experiences. As a leader, he acknowledges his ethical responsibilities of being genuine and fair; he believes that business involves treating the customer and the employee fairly; importantly, he does not lie to his employees. Lastly, his interests are learning about people and motivation; similarly, he advises leadership students to learn about themselves and the way people want to be motivated. Besides, students should learn the way they want to be motivated and the way the employees want to be motivated. He urges that leaders should make their goals known to the employees and the way the employees can contribute,
Leadership lessons from the interview
The interview informed that the group “catches” the mood of the leader; therefore, on group process, a leader ought to lead by example. The interview educated that a leader should invest in his group through motivation and training to improve their competence. It versed that it was good for a company to share its goals with its employees so that they can contribute towards the realization. Conversely, followers can influence leaders and leadership style in many ways. From the interview, it is evident that the competence and commitment of the followers influence the style of leadership. Often, incompetent followers will make the leaders more autocratic while the good followers will earn the trust of their managers. Such followers are left to work alone, and they are consulted when the firm is making decisions. In addition, followers can affect the leader’s ethics because they will tempt the leader to favor the diligent followers and dislike for the lazy and incompetent followers.
Indeed, the interview gave an insight of what is involved in transformational leadership. The interviewee demonstrates that to lead to change; one ought to be that change. One cannot tell other people that they need to change while he or she is still the same. As aforementioned, followers “catch” the mood of their leaders. For that reason, leaders should change, communicate to employees about change, and involve some staff as agents of change (DesJardine). Leaders are expected to uphold and exemplify ethical values to succeed in their businesses, building a culture, and make a difference globally. Ethical responsibilities involve focusing and doing what right and rewarding positive ethical practices (Brooks) is. The interviewee is a true and fair leader who treats his employees and customers rightfully and never lies to the workers.
The interview with Prof. Shafer highlights two leadership theories in practice. Foremost, the interviewee through investment on his followers demonstrates the transactional approach. He works diligently to equip his employees who then earn trust from him when they show competence. Similarly, Shafer is a transformational leader because he leads by example’; precisely, he has managed to build a solid relationship with his followers through trust and empowerment (Leadership-Central.com). His interests include learning about people and the various ways of motivating one’s employees. Conversely, occasionally leaders deviate from leadership theories due several factors including the behavior of the employees and the nature of working environment. Therefore, development of leadership theories should consider the different business environments in the future. It is worthwhile to acknowledge the difference in the nature of work, employees, and the working environment when designing leadership theories. Besides, a practice gap exists in the current administration. Leaders fail to apply the leadership principles in their management due to various reasons; thus, future theories should factor in issues that lead to practice gap.
Conclusion
Indeed, the interview facilitated interaction with an ideal leader whose efforts are evidenced by his achievements. The interaction was just another lesson time since it gave a practical approach to several leadership lessons. Importantly, it informed that a transformational leader leads by example. Besides, transformational leadership involves empowering employees through training and motivation so that they can contribute towards the realization of the company's goals. The interview highlighted the benefits of committed and competent followers; precisely, members are crucial to the good performance of a firm. In the same way, incompetent and unwilling employees can be the main source of the failure to a company. Conversely, leaders face a great challenge when the followers prove difficult to rule because employees play a significant role in the success of business. Leaders have an opportunity to empower, motivate, listen, and prioritize the experience of their employees to establish a strong relationship. In conclusion, it was nice to have such an intellectual for this interview.
Works Cited
Brooks, Chad. "7 Steps to Ethical Leadership." Business News Daily 2013. Web. 2 Mar. 2016.
DesJardine, Mark. "Leading Employees through Major Organizational Change." Ivey Business Journal (2014): n. pag. Web. 2 Mar. 2016.
Johnson, Rose. "5 Different Types of Leadership Styles." Small Business (2016): n. pag. Web. 2 Mar. 2016.
Leadership-Central.com,"Leadership Theories - In Chronological Order". Leadership-Central.com. N.p., 2016. Web. 2 Mar. 2016.
