The Origin of a Leader, Essay Example

Explore the relationship between leadership characteristics, including innate ability, personality, and communication.

An individual’s behavior and personality are in determining the effectiveness of a leader. Individuals with a high level of conscious are most likely to be effective leaders. These individuals are evaluated as being able to influence and improve the performance of the groups they lead. Effective leaders must be able to schedule work, offer support to their followers and also encourage positive change. The highly negative relationship existing between passive leadership and effectiveness gives a suggestion that suboptimal leadership behavior is much productive than inaction. Therefore, initiatives of leadership development should motivate individuals to take on their leadership responsibilities actively rather than to wait passively when problems have already developed. There is enough proof that personality and behavior are the strongest characteristics of effective leadership. Individuals should be trained to be effective leaders in whatever they undertake. Effective leaders must have records of mastering tasks, creating favorable relations with others and encouraging change (Giuliani & Kurson 2007).

Do you believe that leaders are born or made? Why?

Leaders are made because leadership can be learned. All individuals have the potential to be leaders just as we have some ability to walk or run. Some people may be better leaders than others may, but all individuals have a benchmark built through training and practice.

Describe how an individual’s personality helps or hinders his/her leadership ability

The work place involves relations by different individuals. A leader’s personality can substantially influence attitudes towards relations at the work place. Outgoing individuals are likely to welcome new opportunities and share ideas with other professionals. Reluctant personalities are likely to be comfortable when working alone than when working in groups. Leaders who are more confrontational are likely to struggle in connecting with other people. Serious personalities may take their job more seriously and will adhere to company policies. On the other hand, dishonest personalities will be tempted to steal company resources (Giuliani & Kurson 2007).

Compare and contrast leaders with managers, what are the similarities and differences between these two titles?

Managers are not leaders just as leaders are not managers. Managers and leaders are two titles used interchangeably, but a difference exists between the two. Both methods are used in organizing employees where managers use formal techniques to accomplish their mission while leaders use passion (Giuliani & Kurson 2007). Managers aim at doing things right while leaders aim at doing the right thing. Leaders have the ability to give guidance and others follow while managers use authority associated with their positions.

Explain how communication style impacts leadership effectiveness.

Managers and leaders encounter severe confrontations of effective communication. For a prolonged success of any organization, leaders must clearly articulate ideas and expected results to employees. In order to influence the satisfaction levels of employees, managers and leaders must choose the best style in which communication is delivered. Leaders must research on the best communication styles that may suit any given circumstance. Inappropriate communication may have unpleasant consequences on the level of employee satisfaction. This may in turn affect the organizational health, (Giuliani & Kurson 2007).

Do you have to be an effective communicator to be a leader? Why or why not?

It is not a mystery that authentic leaders are evaluated as excellent communicators. In all sectors of business, the best leaders are always the top-rate communicators. They have solid and clear values, which are backed up by their leadership qualities. For a company to achieve new goals and objectives, leaders must exhibit clear and effective communication skills.

Reference

Giuliani R. & Kurson K., (2007). Leadership. Indiana, Miramax Books.