A Mode of Affective Diversity in Top Management Teams, Research Paper Example

Introduction

A person may choose to become a leader for various reasons. Some choose leadership for superiority and respect, while others choose it because they believe they can make a difference. Yet, others just desire the power that comes along with being a leader. I believe in order to become an effective leader one must possess certain character traits or skills. The three main traits an effective leader must possess are communication, trustworthiness, and confidence.

Effective Communication

A great leader must be able to communicate effectively.  Effective communication is a learned trait. No one is born with it and it improves with practice. Effective communication involves listening, non-verbal cues, managing stress, and being emotionally aware. Many people believe that communication is just speaking, but actually it is not. Listening is an important aspect of communicating. Leaders who are effective create environments which help to build a connection between the speaker and listener( Kirkpatrick S.A., & Locke E.A. ,1996).  These types of environments make all feel safe and comfortable with speaking. When listening is carried out correctly by an effective leader, he/she can clarify information and avoid conflicts and misunderstandings. Next, communication can also be non-verbal. Effective leaders have an understanding of non-verbal cues. They can read body language and facial expressions. They can also use these non-verbal cues to enhance their verbal communication.  Also, stress can affect communication. Great leaders are able to recognize when they are becoming stressed and react accordingly ( Kirkpatrick S.A., & Locke E.A. ,1996). They may take a moment to calm down before continuing the conversation or even give the speaker time to calm down before continuing to talk. Finally, emotions play a very important role in the way effective leaders communicate. Emotions can motivate one to make decisions that may not be appropriate. Emotions also allow the leader to show empathy for others.

Emotionally Engaged

An effective leader is emotionally engaged, honest, keeps promises, and loyal to the people who support and follow them. Leaders are needed in various aspects of life. Whether the leader is a teacher, religious leader, or a boss on a job, the people expect them to be honest and keep the best interest of others in mind.  Emotional leaders can have concrete values and not waver. They are reliable and avoid delays. Although they have emotional connections to their organization, they do not allow those emotions to dictate decisions in the best interest of the organization (Caruso, D.R., & Salovey, P. ,2004).

Preparation vs. Urgency

Preparedness is the foundation of effective leadership. Leaders who lack preparation will not be effective. Preparation has a great impact on the way one lives his/her life. Planning  is what drives effective leaders to work diligently at what they are attempting to accomplish. When a person is prepared he/she is confident. Preparation allows leaders to work well under pressure. People who are confident are not afraid to make mistakes because they understand that making mistakes allows learning (Block, 1993).

Failure to Confront

Passive Avoidant Leadership abdicates responsibilities to others. This type of leader provides little feedback and is reluctant to change the environment. This type of leadership is noted to be the least effective. The leadership style has a great impact on the organization that can be either positive or negative. Some negative impacts that leadership styles may cause are isolation and low levels of compliance to policies. When employees feel powerless, they become combative and passive which leads to mistrust and low morale in the learning environment (Block, 1993).

Culture

Personal credibility is the foundation (Barsade, S. G. & Ward, A. J. et al.,2000). The real test to modeling the way is whether your words and actions line up. A leader must ask himself if what he says and what he does are the same. Consistency is a direct reflection of your character. Leaders must be clear about the values that guide them. Spending time with people, sharing your heart, being there and being visible during times of uncertainty are ways leaders model good leadership qualities. Handling difficulties with grace and calmness communicates your abilities to others, while producing a stable environment. Effective leadership involves inspiring a shared vision.

Trendy Triumphs

Often leaders become a part of the bandwagon. They want to jump on every good idea that proclaims that it will produce immediate results. Often leaders get so caught up in these notions, that they never make any progress. They move from one strategy to the next before determining if the prior one produced results. For example, “A leader must be aware of self and continually evaluate what he is trying to accomplish. A leader must use self-reflection as a critical tool monitor what both he and the organization is doing towards progress”(Block, 1993).

Conclusion

In conclusion, becoming an effective leader is not something that happens overnight. This is, for most, a lifelong process. Many great leaders will say that they became better at what they were doing over time. Great leaders must be able to communicate effectively, be trustworthy, and confident in themselves and the task they are trying to complete. Great leaders are not born, but groomed over time. Effective leaders call other people to action.

References

Barsade, S. G. & Ward, A. J. et al. (2000). To Your Heart’s Content: A mode of affective diversity in top management teams. Administrative Science Quarterly, 45, 802-836.

Block, P. (1993). Stewardship: Choosing Service Over Self-Interest. San Francisco: Berrett-Koehler.

Caruso, D.R., & Salovey, P. (2004). The Emotionally Intelligent Manager . San Francisco: Jossey-Bass.

Kirkpatrick S.A., & Locke E.A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology 81(1), 36-51