Leadership is one of the most significant facets of the organizational framework. In order to develop a point in this dissertation the concept of Leadership should be clear to the reader. Thus we set out by defining what is meant by leadership. Leadership is often illustrated as the practice of social authority in the course of which an individual can procure the assistance and support of other people in order to fulfill a common objective shared by them (Wilson, 67). Various experts put forward a definition encompassing the concept of followers which states that Leadership is eventually about constructing an approach for individuals to put in their effort in order to make something extraordinary happen. As per various researchers, psychoanalysts and various other professionals, Leaders must shoulder three most significant responsibilities. The Leader must take care of the welfare of those he leads. The leader or the prospective leader must craft out a social framework in which his people possess a sense of security and finally, that this leader must present his followers with a certain way of thinking and a set of ideals (Alchian, 779).We will write a custom Article Critic: Standardization of Leadership specifically for you
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There are various theories associated with the concept of leadership. One of the most prominent amongst them is the trait theory which attempts to typify the behavioral aspects and personality inclinations related to efficient leadership. As per supporters of this theory, the foremost leader qualities include: Drive– A wide-ranging expression which incorporates accomplishments, impetus, aspiration, vigor, persistence and capacity to come up with innovative ideas; Leadership motivation– the aspiration to go in front, but not to perceive authority as the ultimate force; Honesty, Integrity and Self-reliance– qualities that are coupled with psychological firmness; and finally, cognitive competence and awareness about the business settings. Although it is less substantiated characteristics such as charm, ingenuity and flexibility are often associated with Leadership values. The paper is dedicated towards the sustainable qualities of leaders and standardization of the procedure when leadership fails to attain the goal (Barney, 105).
Often, in the organizational culture there is a false tendency to perceive leaders in a typified persona. Leadership may and surely does emerge in several diversified profiles and forms. Effective and first rate leaders do not adhere to a conventional template. However, it is essential to accept the fact that individuals nurturing their leadership proficiencies often experience a setback on account of their or other people’s perception of a leader’s appearance. In such cases it’s vital to realize that the approach of a leader is not only entirely individualistic but also has to be developed with conviction, strong willpower and fortitude by the individual aspiring to assume the role of a leader. In addition, leadership qualities will be accepted in different manners by each of the individuals they are going to lead. One may receive unconditional support from some, while others may put forth an understanding attitude (Hiatt, 223). That, obviously, will be as a result of the leader’s capability to recognize the needs of his subordinates. Furthermore, not all leaders acquire the heading of a great leader in terms of the people around them acknowledging their leadership grade. Scores of leaders get no ‘public’ acknowledgement, but have only their individual contentment of a job well done.
So, to address the issue of standardization of leadership, it may be said that, one cannot force someone to assume a leadership role if he doesn’t wish to be seen in that role. It’s not like the unenthusiastic individual who reluctantly steps into the shoes of a leader and discovers that things are not so bad after all. If a prospective leader is not completely dedicated to the aspirations of becoming a leader, teaching them leadership skills and nurturing them as future leaders would be a misuse of time, money and other important resources. However, when an individual steps into a new leadership position, or displays greater potentials in terms of how they manage the workforce, and they exhibit an inherent enthusiasm to build up and acquire new skills, then it’s in actuality feasible to provide these individuals with an opportunity to enhance and nurture their leadership skills. Each individual can build up their capability to lead, in any sphere of life, provided they have the will to do so. When a person is devoted to, and puts their leadership potential into application in all aspects of their life, then they surely can widen their own prospects as a leader (Becker, 13).
Statements in the paper
One of the most significant statements in the article is the fact it identifies a series of recurring errors by the leaders and the researchers and the researchers enumerates the problem without much solution (Emiliani, 26). Having said all of that, the existence of standardized leaders cannot be denied. They are the individuals who are looked up to by the others. Even at a very early age they show signs of being eager to be observed and heeded, are open to risks and firmly stand for their believes, morals and values. They possess a certain personality and people oblige them by hearing out their views. They have an attitude of wanting to accomplish certain objectives and bring others beside with them. They seem to be comfortable in the limelight even when it’s a tight spot to be in and have a ‘vision’ for the fraternities they lead. However, even born leaders ought to sharpen up and nurture their leadership talents. Just like all others, to grow and develop in life, they too have to practice, and put their vision into application.
Apart from all the qualities mentioned in this research paper, one must remember the importance of business ethics and its role in effective leadership. Ethical perspective is immensely critical and indispensable attribute of an effectual leader. Leaders must encourage his followers to build up a set of values and guiding ideology and publicize them for their customers and stakeholders to know. This has a positive impact on the business and also spreads a positive sense across the work environment. This is turn leads to better productivity of the employees (Bissell, 187).
When an individual enters the professional world, ideally, his growth and development course becomes the responsibility of the organization he is a part of. Organizations look to nurture leaders for the future. No individual becomes an outright leader at the onset of his career. Even with all willingness and inherent quality of a leader, an individual is a follower of another leader at the onset. The most significant lesson a follower, who aspires to be seen in the role of a future leader, learns is that no matter what his objectives are he cannot acquire all by himself. To be a successful and efficient leader one has to realize and acknowledge the fact that support of those an individual leads is of the essence under all circumstances. Followers need to realize who or what has backed and enthused them in the course of their progression, and what sustenance they still require to get accomplish their objectives. They should make a personal list of the leadership paradigms, and reflect on the persona those individuals possess that inspire, enthuse and attract them. They have to be taught to understand their own beliefs and morals and more importantly analyze themselves in the perspective of the others. Individuals need to realize that exceptional leadership necessitates much more than just being remarkably good at their trades. It entails inventive judgment, generating optimistic, constructive and inspirational influences and perhaps most significantly the ability to encourage others. Followers should nurture their aptitude to reflect and take steps that are ‘out of the box’ and are should believe in their actions even if they lie outside the conventional grid of ‘right’ ways of doing things. Future leaders have to be competent enough to recognize the requirements of the upcoming time and craft an original leadership framework, instead of merely adhering to traditional leadership styles. The way of life of the future would be one where transformation and originality are the order of the day. The followers need to be taught that divergent thinking and identifying prospective requirements go alongside each other in becoming a successful leader of tomorrow (Cameron, 76).Get your
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Reference to UAE
Factors effecting job-site productivity in UAE can be divided into labour characteristics, project work conditions and some non-productive activities. Labour characteristics include age, skill and experience of workforce and leadership and motivation of workforce. Project work conditions in UAE include Job size and complexity, Job site accessibility, Labour availability, Equipment utilization, Contractual agreements, Local climate and Local cultural characteristics in foreign operations or expatriate labour in local operations. Non-productive activities in UAE include use of indirect labour to continue the advancement of the project, amendment for correcting substandard work done, work stoppage due to stormy or rainy weather or material shortage, occasional off for union activities, absentee, delayed start ups or premature exits, non-working days or holidays and strikes.
During the mid 70’s of the last century, many foreign workers migrated to the UAE expecting higher salaries and a better life, which they did not have in their home countries. Now a number of Asian countries have had a rapid economic growth resulting in larger career opportunities and increased wages, slowly but steadily closing the wage gap between the UAE and Asian countries. In addition, international and regional competition is making it very difficult for these construction companies to find skilled and unskilled labour at low prices. But recently, with better and well formulated leadership procedures that are better planned and well standardized, this problem is successfully solved (Hargreaves, 135).
Leadership is all about making things happen. It is the ability to motivate, control and direct people in the direction of a targeted objective. In the course of this research, we learned some of the most important features which form the foundations of an efficient and a successful leader. Amongst these the skills, those that emerged as the most notable, required and indispensable were the leader’s ability to take critical decisions, effectiveness in managing human resources in his team, problem solving competence, and innovation and flexibility in his approach. A key aspect that surfaced was that every individual has some qualities of a leader inherently. However, they implement such skills in varying levels across different situations which affect their willingness to assume the responsibilities and duties of a leader (Dierickx, 1508). Thus, sustainable leadership is the main aspect of organizational success.
Alchian, Allen. “Production, information costs, and Leadership organization”. American Economic Review, 62.2 92007): 777-95.
Barney, James. ‘Firm resources and sustained competitive advantage’. Journal of Management, 17.4 (2006): 99-120.
Becker, George. Human capital, New York: Columbia U. Press, 2003.
Bissell, Ben. Leadership. Sydney: Ebsco publishing, 2002.We will write a custom
Article Critic: Standardization of Leadership
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Cameron, Eric. Making Sense of Leadership Management: A Complete Guide to the Models, Tools & Techniques. NY: Kogan Page Publishers, 2004.
Dierickx, Ivan. ‘Leadership Accumulation and Sustainability of Competitive Advantage.’ Management Science, 35.4 (2007): 1504-1511.
Emiliani, Mira. “Standardized work for executive leadership”. Leadership and organizational development Journal 29.1 (2008): 24-46.
Hargreaves, Allen. Sustaining Leadership. Sydney: Ebsco publishing, 2003.
Hiatt, James. Change Management: The People Side of Change. London: Prosci, 2007.
Wilson, Mike. A Strategy of Leadership: Concepts and Controversies in the Management of Change. NY: Cengage Learning EMEA, 2002.