Qualities of a Leader

Leadership emphasizes a talent to change one's style to accomplish success. Admirable leaders are able to undertake various methods to meet the requirements of situations. In any case, leadership involves four features, to lead entails influencing others, where there are leaders there are followers, leaders seem to become visible when an innovative response is needed, and leaders have a concept of what they want to accomplish and why. Consequently, leaders are individuals who are able to think and act creatively in non-routine situations - and who set out to influence the actions, beliefs and feelings of others (Doyle, 2001). Through all the definitions of leadership one aspect remains constant, leadership is an apparent set of skills and abilities that one possesses (Kouzes, 2003,pxvii). This treatise will include this author's statements regarding approach to leadership, qualities of leadership, and practices as a leader.
Approach to leadership

In regard to an approach to leadership, this author tends to align with a transformational style of leadership and is inclined to see the big picture. Leaders should be motivating in their methods, and convey apparent vision and goals that individuals recognize. In addition, leaders should make an effort to utilize the notions of self and objective recognition for motivation (Scholl, 2002). Furthermore, aligning with a transformational model of leadership, this author changes the mental models of employees by connecting desired outcomes to values held by employees thus creating employee ownership in outcomes so that positive outcomes validate the self concept of employees, and builds strong employee identification with the organization (Scholl, 2002).

Qualities of leadership

According to Bass, (as cited in Krishnan, 2001), transformational leadership is comprised of four qualities: charismatic leadership, inspirational leadership, intellectual stimulation, and individualized consideration. This author believes in the qualities of a transformational leader and as a result, these leaders are accepted, valued, and trusted. Individuals want to imitate this type of leader because they have amazing abilities, perseverance, and character. The leaders are willing to take risks and are consistent rather than arbitrary, (Bass, 1998).
Practices as a leader

In practices as a leader, this author attempts to present originality and incorporates individuals into the problem/solution process, and is not ridiculed for their approach, (Bass, 1998). In aligning with the transformational leader model, leaders consider an individual's accomplishments and goals and pay attention to an individual's desires for accomplishments and goals by facilitating as an adviser to them. As a result, individuals achieve a higher potential in this environment of originality and support. In addition, as a leader, this author practices communication among individuals, recognizes the diversity of individuals, and treats them as such. Individuals are treated as people with feelings and not just employees, (Bass, 1998).

Furthermore, in considering practices as a leader, employees are the foundation of any organization. Employees should be trusted and respected as the value they hold within an organization and the relationship between leader and employee should be built on trust and support. This practice permits employees to have ownership in positive results and a feeling of self worth in the outcomes. This author in general includes employees on decisions, and inquires them for ideas. Both professionally and personally, this author conducts himself and believes in doing the right thing, and demonstrates standards ethically and morally. This author exhibits concern, and confirmation to his employees and is always available to listen.

Conclusion

Transformational leadership is putting into operation new ideas. This leadership style entails leaders who persistently modify themselves for the situation they are involved in. Leaders have to know when and in what situations to switch hats in order to accomplish goals. Transformational leaders remain adaptable, compliant, and constantly improve themselves as individuals and individuals who are close to them. This author regards himself as possessing some transformational leadership qualities, however, will continue to integrate these qualities in his leadership style in the future.

References

Bass, B.M. (1998). Transformational Leadership: Industrial, Military, and Educational
Impact. Lawrence Erlbaum Associates. Retrieved on June 16, 2007 from
http://www.questia.com/PM.qst?a=o&d=9659281

Doyle, M.E. & Smith, M.K. (2001). "Classical leadership", the encyclopedia of informal
education. Retrieved on July 9, 2007 from Thomas Gale Powersearch database.

Kouzes, J. M. (2003). Becoming a leader. Business leadership A Jossey-Bass reader.
San Francisco: Jossey-Bass

Krishnan, V.R. (2001). Value systems of transformational leaders. Leadership &
Organization Development Journal. 22 (3) p126. Retrieved on July 10,2007 from the
ProQuest database.

Scholl, R.W. (2002). Leadership Style. Retrieved on July 8, 2007 from
http://www.cba.uri.edu/Scholl/Notes/Leadership_Approaches.html#Influence