Leadership Styles and Traits: An Analysis

Defining Leadership and Effective Leaders

Define What Leadership Is And Identify Traits Of Effective Leaders.

Describe Behaviours That Effective Leaders Demonstrate.

Specify The Contexts In Which Various Leadership Styles Are Effective.

Explain The Impact In Global, Asian And Local.

There is essentially a variety of leadership styles in the  company throughout the interview process that the author has specifically confronted throughout the interview procedure. In the Saphire Resolution company, the author needed to go thorugh a three phased interview procedure: first the interviewee was confronted with the Vice President of Customer services. Secondly the interview was taken up by the Chief Financial Officer of the firm and finally the interview was addressed by the CEO and thereby the potential employee was selected (Alonso‐Almeida Perramon and Bagur‐Femenias 2017). The three phased interview process has provided the interviewee with the opportunity to understand the potential or the leadership traits and attribute of the interviewers that is also needed to assist the firm in remaining consistent and sustainable to a great extent.

The VP in terms of taking up the interview, it was visible that, the leadership style that the person tended to follow was an authoritative leadership  style where he was quite critical about questioning and focused more upon the contextual knowledge of the individual candidate. Through the understanding of the employees’ knowledge base, the leadership trait of knowledge management has been potentially uplifted (Alghazo and Al-Anazi 2016). The interviewer’s approach of utilizing application part in providing specific case scenario also pinpoints the leaders’ meticulous nature in problem solving as well as decision making process. It also helps in attaining the analytical traits regarding risk mitigation of the organization. Therefore, from the approach of interviewer, it is quite effectively visible that, the VP is more meticulous and authoritarian in terms of assessing leadership attributes.

The second phase of interview was taken up by the CFO or the Chief Financial Officer who was from military background. Therefore, he naturally was more concerned abut discipline, self organization and maintenance in order to remain effective and efficient for the future by leveraging growth to the organizational sustainability. The transparent and highly ethical morale of the CFO potentially been impactful in terms of increasing organizational success scenario (Łukowski 2017). His assistance also showed the relevance of prioritization in terms of providing the opportunity to understand  the potential areas of excellence and upgradation. Time management aspect also have potentially been reflected in their key operation of understanding (Hassan,  Asad,  and Hoshino 2016).

Behaviors Demonstrated by Effective Leaders

The third phase has been scheduled with the interaction of the CEO in terms of believing in the self with utmost motivational aspects and increased synergy with the maintenance of organizational sustainability. The CEO being the founder of the company, to the interviewer it was quite relevant that the pleasant, thoughtful and effective understanding of the same has been the key to rely upon the managerial perspective to denote the organizational sustainability (Al Khajeh 2018). The reflection found through the enthusiasm received from the CEO, the interviewee pinpointed the nature of high-end understanding capabilities to determine the aftermath of leadership style that is essentially participative (Dai, Li and Zhang 2019). The approach of the CEO also helped the interviewee to understand the motivational approach that determines the key capabilities of leadership traits in terms of risk mitigation, problem solving and decision making capabilities.

Thus, the interviewee gets reflected through the distinct impact of each one of the interviewers in terms of understanding the key leadership roles and traits to make the firm sustainable.

The third interviewer is found to be the most effective and efficient in terms of deciding the best and transparent interviewing procedure. The third interviewer, the CEO has provided the opportunity to ensure the relevance of the same to determine effectiveness of motivation and democratic leadership style, that has helped the interviewer in assessing the benefits of good leadership style to open up in front of the interviewer. Therefore, it is quite obvious that, the approach of the CEO is more spontaneous and effective and the person will be flexible to work with the third interviewer (Yasir et al. 2016).

The preference of the third interviewer has been highly impactful in terms of providing the employees with the opportunity of transparency and ethical propaganda to ensure the organizational long term sustainability. The third interviewer or the CEO has been highly impactful by means of remaining efficiently communicative, confident, compassionate, emotive an more determined in their key organizational activities and the benefits of trust building by respecting every employee through the stages of operations. The CEO has been projected as the most empathetic to the employees and motivational in approach so that they can be projected as the assets to the company (Novak, Breznik and Natek 2020). To the interviewer’s surprise, it was quite obvious that the CEO who was the founder to the company too provided the firm with the opportunity to excel their skills and attributes potentially by reflecting upon the organizational success scenario. The specific traits that the CEO has possessed are as follows and these attributes has potentially separated the from the rest of the interviewers :

Contextual Effectiveness of Different Leadership Styles

 The flexibility of the CEO in terms of providing the ability to learn from the past records or organizational incidents have been impactful in deciding the future sustainability factors. (Gliddon and Rothwell2018)

 Having an effective realistic optimism in terms of motivating the employees and aligning them to the organizational success scenario has marked him unique from the rest.

 String communication skills with a transparent approach to remain effective and efficient to denote the sustainability of relationships among the teams can also be a game changing factor to the organizational success for a CEO (Hidayat, Rafiki and Aldoseri2017).

 Relationship establishment with long term bonding between teams have also helped them in remaining high-end effective at the end has also been a key trait of the CEO (Wakabi2016).

 Active listening skills with a participative leadership style has been high end effective to determine the effectiveness and efficiency of the organizational success (Šešić and Stefanović2017).

 Willingness to remain sustainable in terms of key sustainability propaganda, it has been obvious for the CEO to decide the mitigation of the considerable risk factors at large.

 Having the capabilities to be high end empathetic to the organizational employee in terms of determining and sustainability have made the CEO more prone to statistically remaining proactive in risk mitigation (Novo, Landis, and Haley2017).

Therefore, these are the most effective and efficient traits and attributes to help the organization determine the organizational success with the increased ratio of employee productivity aspects to receive a profitable outcome.

In case of a company with routine and unskilled job function, the leadership style that can be most effective is participative leadership style. The employees in this situation need to ascertain the impact of skilled labour and through training they can enhance their key skills and efficiency to remain sustainable and retained by the firm. This specific leadership style does not give more vent to the organizational effectiveness and efficiency by means of decision making or problem solving capability as it is quite obvious from the unskilled labour that the organization will remain in the negative sloth in terms of sustainability with the ineffective decision making for the firm (Aboramadan and Dahleez 2020). Therefore, autocratic style here can provide a profitable rubric that can enhance the organizational sustainability in the long run.

In terms of the organization’s safety and security measures, the most dangerous job conditions specifically needs the advent of the participative leadership style and with the added advantage of effective team building capabilities at large. These all have been proactive in designing the sustainability quotient of the firm. The team working approach can help the firm in running prosperously with the added advantage of remaining competent and consistent to a great extent (Nowak and Mahari).

Global, Asian, and Local Impact of Leadership Styles

In terms of ground breaking approach and the disruption of the existing market has provided the firm with the opportunity to outshine with the assistance of  charismatic leadership style to ascertain the effectiveness and efficiency of approaching new models of operation in terms of penetrating more markets and developing. Here the employees are provided with the opportunity to take up decision collaboratively among themselves as a team and they have lesser controlling power from the managerial levels (Salehzadeh 2017). Therefore, this leadership style can be high end successful in ground breaking and existing market disruption with the added advantages of effective time management skills and appropriate decision making capabilities.

The impact of leadership style upon the global, Asian and local perspectives is varied and diversified. In all the three facets, i.e., global, Asian and local facets, it is quite encouraging to see the effects of leadership style resulting into profitable outcomes for the organization at an enhanced context. The four specific leadership style that is found globally are responsible in bringing in game changing effect to the organizations to assist these being sustainable for the long term (Popli and Rizvi 2016). As leadership styles affects both managers and employees, the management needs to be highly critical and concerned about the creation of corporate culture that influences the organizational performance and key sustainability aspects. The specific effects of the diverse leadership styles are as follows:

This sort of leadership has the potentiality to foster a work environment in terms of implementing decisions with the limitation in back and forth discussions and productivity quotient. This style is highly critical in assigning designated responsibility to key employees by following a top down approach that potentially results in a limitation for the employees to create or innovate along with participating in the decision making processes (Mirayani et al. 2019).

This leadership style from the organizational standpoint are effectively addressed as the most ideal leaders to bring in sustainability to the firm in terms of bringing in effectiveness and efficiency of the employees trough their thorough engagements. Participative leaders usually take up actions only after the solicitation of management opinions and rank-and file workers (Veliu et al. 2017). The cohesive attribute of participative leadership in terms of effective team management results in increased employee engagements rather than isolation. However, one significant drawback to this is certainly the option of paralysis by analysis in which the decision making parameters are stalled or never concluded.

The laissez-faire leadership style, synonymously called the delegative leadership style has lesser control over the power of management over the employees. They are essentially left with problem solving and decision making agenda that seems more critical to their success. This leadership style, though provides vent to the organizational success scenario, it also engages the employee in mitigating risks by their own as sole autonomous leaders to the organization in all the three contexts. As a prominent effect of the same, it can be stated that, this particular leadership style  creates confusion in decision making as the employees are of different opinions and they are not being essentially determined to reach conclusion. Therefore, the effect of this is grave in the global, Asian as well as local leadership context.

Organizational outcomes in terms of productivity and performance are varies when it comes to address the shifting of business and companies through technological advancements, deregulation and increased competition in the global scenario, the only means to stay sustainable is the effectiveness and efficiency of the leadership style and traits that enrich the organizational capabilities to  influence their strategic objectives and organizational performance (Akanji et al. 2018). Leadership having a stronger connection with the leadership styles practiced within the organization, the effect of the same can be incremental or detrimental in nature in terms of gaining sustainable competency.therefore the concept of employee satisfaction comes in the way of the consumers’ satisfaction mitigation and the traits to help the firm maintaining their profitable productivity. Therefore, it can be potentially stated that, in all the three context of global, local and Asian, the relevance of leadership styles in management is equally significant in the long term.

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