Leading As A Practice Scholar
How will you establish personal credibility as a leader? How will you model the way for others?
Credibility is an essential component of effective leadership. According to Kouzes and Posner, (as cited in Shafi et al., 2020), credibility is the foundation of leadership. It precedes transformational leadership (Shafi et al., 2020). Followers feel more attached to the organizational goals and mission, yielding more productivity when they believe that the leaders are honest, authentic, and credible. Followers will willingly partake in a leader’s vision, mission, or goals if the leader is credible and believable.
As a leader therefore I intend to lead by examples, modeling the way. Being able to demonstrate and live by the skills I expect in my followers or team. I must be honest, trustworthy, dependable, and reliable. I’ll demonstrate consistency, always saying what I’ll do and doing exactly what I said I’ll do.
What strategies will you use to inspire a shared vision for those you lead?
To inspire a shared vision for those I lead, I must be emotionally intelligent (EI), demonstrating the five components of EI at all times. This includes self-awareness, self-regulation, social skills, empathy, and motivation (Chamberlain College of Nursing, 2021).
As a leader, my ultimate goal is to motivate my team members to rise above self-interests and focus on group goals instead (Raffo & Williams, 2018). I’ll encourage the team to work towards achieving the organizational goals, mission, and vision setting aside individual interests.
As a leader, I’ll exhibit competence. Leading with integrity and competence. Making it easier for others to follow my lead and directions. I must be fair in all my dealings with the team, demonstrating impartiality as I lead. This includes being fair with delegations, assignments, promotions, and bonuses, making me earn the trust and respect of my team members.
How will you challenge the current process to lead change?
Growth only occurs with change. To challenge the current process to lead change, I must first ask myself why we do certain things the way we do? Are those actions supported by research or evidence-based? Are they the most efficient and effective way? What can I do to make the system or process better, more efficient, and productive? Once I identify these areas or processes that need change, I’ll solicit the key stakeholders’ support in creating the necessary change needed.
What strategies will you use to enable others to act?
It is my duty as a leader to inspire, motivate, and empower others. I alone may not have all the necessary skills, credentials, tools, and requirements to lead a successful team. I’ll therefore leverage my team’s strength to help promote organizational productivity. Delegating and assigning tasks based on each team member’s strengths, preferences, and goals will yield a more productive team.
However, to enable others to act, I must first become the change. Leading others by example, demonstrating the change I hope to see in others myself.
How will you recognize the contributions of others?
Recognizing the contributions of others is an essential component of great leadership. In my country, we have a saying that says, “when we thank someone for doing good, they’re more likely to even perform better in the future”. I’ll not only privately share accolades with each team member as they’ve reached a milestone, exceeded the organizational expectation, or performed extra-ordinarily but I’ll equally share those accolades with the entire team. This helps maintain positivity among the group and help others attain their goals as well. I’ll be specific to the individual’s contribution as I send or share the recognition making sure they’re aware of exactly what they’re being appreciated for. Depending on my intuitional policies, I may recognize others through job promotions and bonuses as well.
Chamberlain College of Nursing. (2021). NR-703 Week 2: The emotionally intelligent leader [Online lesson]. Adtalem Global Education.
Shafi, M., Zoya, Lei, Z., Song, X., & Sarker, M. N. I. (2020). The effects of transformational leadership on employee creativity: Moderating role of intrinsic motivation. Asia Pacific Management Review, 25(3), 166-176.
Raffo, D., & Williams, R. (2018). Evaluating potential transformational leaders: Weighing charisma vs. credibility. Strategy & Leadership, 46(6), 28-34. https://chamberlainuniversity.idm.oclc.org/login?url=https://search-ebscohost-com.chamberlainuniversity.idm.oclc.org/login.aspx?direct=true&db=edb&AN=133486394&site=eds-live&scope=site
I NEED A COMMENT FOR THIS DISCUSSION BOARD WITH AT LEAST 2 PARAGRAPHS AND USE 3 SOURCES NO LATER THAN 5 YEARS.