Almost every organization and team, ranging from small ones to large corporations have leaders at various levels of the organizational structure. Organizational leadership is a key concept in contemporary leadership and management allowing for leaders to set strategic goals while motivating followers within a group to pursue those objectives. Leaders are necessary because they ultimately influence individual behaviors, provide guidance and vision, and can stimulate group process and morale (SHRM, n.d.). This paper will examine various leadership concepts and seek to apply them to the local YMCA of which the author had been an involved part of in various aspects for many years. The use of contingent leadership with transformational elements and influence on employees is vital for the vision-driven and highly diverse operations of the YMCA organization in the community.
Organization
The organization which has been chosen for this paper is the YMCA. It is a global organization known in the United States for its local centers spread out throughout the country which typically contain facilities with gyms and pools as well as hosting multiple services ranging from daycare and summer camp to youth athletics and various community associated groups. It has more than 10,000 branches in the country, employing 19,000 people and supported by 600,000 volunteers.
The YMCA is a charitable nonprofit foundation, greatly contributing to communities in various ways by providing free or highly affordable services focused on volunteering, sports and recreation, and giving back. Its mission statement is âThe Y is the leading nonprofit committed to strengthening community through youth development, healthy living and social responsibilityâ (YMCA, 2021). For the purposes of this assignment, the focus will be on my local branch of the YMCA where I have participated in various roles for years, ranging from a member to volunteer to youth leader and summer camp counselor. I will discuss the application of leadership at the local branch or programs but may mention broader national contexts as well.
Leadership Theory
In a complex and diverse environment of modern organizations, leadership is no longer a straightforward, one-dimensional aspect. Leaders are expected to be flexible and adaptable in their management styles and approaches. This has led to the rise of the contingency theory of leadership which premises that a leaderâs effectiveness is dependent on whether their behavior and style is fitting for specific contexts. Based on this theory, an individual can be a good leader in one circumstance, but no things changed, it would be ineffective in another circumstance.
The contingency theory is a response and counters the traditional leadership trait belief under the âGreat Man Theoryâ where specific characteristics were viewed as vital to all leaders, but disregarded circumstance and context (Weiss, 2020). Therefore, the contingency theory is a behavioral-based approach, suggesting that to being a productive leader require an individual to examine the situation and apply the appropriate leadership style that would be most effective.
The YMCA is a complex organization even at the local branch level, consisting of multiple distinct programs each having their own purpose. Each YMCA branch is run by an executive director, a well-respected position that requires significant experience. Furthermore, because many of the programs are overseen by either volunteers or a few employees, there is often a lack of effective low-level management at the organization. The YMCA has to plan and oversee multiple programs such as cooperating with local schools to plan for daycare transportation, develop comprehensive youth athletics and social programs, maintain its sports facilities (gym, courts, pool) and also oversee programs within each respective area, and finally organize large events and volunteer initiatives in the community for which the YMCA is well-known for. From personal experience, there are constantly questions or situations which required the input of the executive director.
Contingency leadership was practically a necessity for the executive director at the YMCA due to the range of situations that he had faced. For example, he took upon a more authoritative style when there were issues with staff behavior (many of which were students and part-time workers) in the aquatics section of the organization. However, when it came to youth programs coordination, the executive director adopted a laissez-faire approach knowing that it was led by an experienced mid-level manager whom he could rely on.
When planning events or major changes were being adopted at the Y after a rebranding stemming from the national office of the organization, the executive director sought to adopt a democratic style of leadership, garnering input, explaining changes, and seeking to motivate with the vision that the organization had to become a key community centerpiece for youth development. Each of these situations, which occurred almost simultaneously, required a much different approach to the leadership in order to be effective. The executive director understood this, and was flexible based on the situation, context, and individuals with whom he was speaking to formulate the best response or solution.
Power and Influence
Leaders in the YMCA organization have relatively strong power and influence. Given that there are only a handful of leaders and managers, they have executive power over their respective departments while the executive director oversees general operations. Leaders are usually highly respected and influential, largely because they are commonly very committed to the vision, mission, and overall quality of service to the community as they work in this nonprofit organization. However, that influence is often righteously earned as the leaders in the local branches are often communicating and socializing with employees and volunteers, participating in the work themselves (even it is below their paygrade) besides everyone else, and seeking to improve programs and facilities.
This camaraderie with employees is reflected in the followers being highly receptive to the leaders in the organization and valuing their input and following orders when necessary. It also makes for acceptance of any change much easier to implement as followers often see the reasoning behind such change (often participating in the decision-making process) and consider the impact it will have on the leaders themselves as well.
The YMCA has one of the most unique leadership interactions with followers from my personal perspective. Leaders have authority and one can tell who is in charge, but at the same time they maintain friendly and social demeanor with their followers, many being friends both inside and outside of work. On the local scale of a YMCA branch, it is possible to achieve this and demonstrates a unique attitude and caring, it is an inclusive style of leadership which has a tremendous motivational positive impact on employees (Qi & Liu, 2017). This approach does not need changing in my opinion because of its effectiveness. The YMCA is a community-based organization where everyone is equal and valued. Leadership is needed but as later discussed, its success is determined by the ability to outreach into the community and create change. By taking on the democratic inclusive style of leadership most often, the YMCA leaders can gain trust and promote the change necessary to fulfill the mission of the organization.
Transformational and Transactional Leadership
Transactional leadership was first introduced in 1947 and became popular in practice in the 1980âs is an approach to leadership which emphasizes the use of reward and punishment to motivate followers in achieving predetermined objectives. It is best effective for short-term fast progression with guaranteed results. It emphasizes the authority of one leader or manager, with a formal approach to employee relationships. Transactional leadership focuses on planning and execution and only effective in predictable business environments due to the reactive nature of the style (Northouse, 2019).
Meanwhile, transformational leadership introduced in 1978 and has become a staple in contemporary complex organizations focuses on the premise that the authority and subordinate seek to support each otherâs morale and motivation. Transformational leadership is highly effective at driving engagement and motivation by linking organizational values with an employeeâs job and self-worth. This style of leadership is based on leading by example and promoting a vision through charismatic interactions with the leader. It is most effective for long-term innovation and implementing organization change as employees are motivated to contribute and participate (Northouse, 2019).
Based on the description of leadership at the YMCA, it is evident that transformational leadership is the best fit for the organization in virtually every way. However, there are opportunities where transactional leadership may be relevant as well. Generally, transactional leadership in the context of the organization may be pertinent only in the planning of events and programs. These have set deadlines and objectives, often requiring significant input time and concentration of resources. It is at these points that leadership can adapt a transactional approach as they take charge of the project and oversee it, rewarding success either with bonuses and praise or chastising any failures such as not meeting deadlines. It is extremely rare that the transactional method of leadership was seen within the context of the YMCA, but it is implemented sometimes.
Meanwhile, the transformational leadership approach is defining of the YMCA leadership style. It emphasizes the democratic and inclusive nature of the leaders who communicate and motivate their followers. For example, when the YMCA was undergoing its rebranding, there were many ongoing changes as well in terms of operations as well as behind the scenes functioning. It required a significant team effort on behalf of employees and regular volunteers to achieve success in the initiative. Transformational leadership was vital at this stage as leaders sought to motivate employees through their jobs in terms of how the organizational change would now be able to make a much greater difference in the community to fulfill the Yâs mission in an effective way.
There were now distinct pillars to the organizational mission and much more value was given towards both leaders and employees, so accepting these changes would have been beneficial for their well-being and self-worth. By implementing transformational leadership, the executive director of the branch was able to guide the YMCA through a turbulent transition period and navigate challenges at both micro and macro levels of the organization.
Traits and Characteristics
Leadership literature identifies many traits of effective team leaders. Some of these include caring about others and not making leadership about oneself, practicing humility, honesty, and integrity, accountability, commitment to vision, effective planning and management, and excellent communication, among many other characteristics (Keller, 2017). As discussed previously, many of these are valuable characteristics among leadership at the YMCA. Team leaders are expected to be focused on their followers and the community, communicating, and integrating themselves with employees. Team leaders are expected to lead by example, practicing values of humility and integrity while driving forward the vision of the organization of strengthening the community.
However, effective team leaders are also expected to be excellent managers in multiple ways. There is the aspect of complex long-term and short-term planning. There are certain objectives that have to be met as new programs are developed and introduced at the YMCA. Team leaders are expected to maintain composure and practice strong stress management as they bear responsibility in a context where the YMCA relies strongly volunteers and part-time employees, which often have high turnover rates and inconsistent competency levels. Accountability for oneself and the team is expected from team leaders as they seek to work with upper management to find solutions. Finally, being a great communicator is absolutely vital, demonstrating clear, fair, and respectful communication skills via in-person and media to ensure that team members are aware of ongoing events, changes, and procedures.
Support of Vision
The vision and mission of the YMCA is highly significant in the organization as part of its multiple programs. Virtually all operations are aimed at either fulfilling or supporting that vision in some means and leadership is highly encouraged to emphasize this aspect within internal employee relationships and working with outside partners and members in the community. The YMCA as a non-profit organization, evaluates its leadership not by bottom-line results (although operational solvency does matter) and stakeholder dividends, but their ability to drive social and personal change in communities. Initially, this was not the case.
However, after not finding an effective leadership model for a non-profit, cause-driven organization, the YMCA created its own approach as part of its branding revamp and leadership training transformation. By conducting interviews with YMCA leaders and employees at local levels, the organization identified 18 skills and behaviors that were vital to effective cause-driven leadership and sought to implement such in leadership training programs (Gale, 2015).
The leadership model at the YMCA consists of two aspects. First, it is based on the aspect that everyone is a leader, and employees are invested in leadership development from start of work, applying the organizational principles and developing skills necessary to move up in management with time. Second, there is an emphasis that leadership is not just about technical competencies, but there is a mission or purpose behind each of the skills which fits in the fulfilling of the general organizational mission.
Therefore, leaders within the YMCA are prepared to engage with the community, building relationships, and connecting with people, using their communication and leadership skills which helps to promote the YMCA mission in local areas (Gale, 2015). Furthermore, effective leaders also have their personal vision, which goes beyond the organizational mission statement. Instead, it is a vision which permeates the workplace and can be seen through a leaderâs beliefs and values (Weiss, 2020). As a result, leaders behave in a manner which reflects the vision and it can aid them in achieving success by being passionate and dedicated within their organizational work.
Change
If I was to be placed in the leadership of the YMCA organization discussed in this paper, the one thing that I would change is creating more channels for employee feedback and communication. While most people working or volunteering at the YMCA could easily gain access to the executive director to discuss something, there was no dedicated channels. However, I believe feedback and internal communication are vital and strongly encouraged. First, with appropriate feedback orientation, feedback can help leaders become better as followers voice opinions about leadership and have the opportunity to convey what works and what doesnât, it helps to transform leadership and management (Barnett, 2020).
It is part of the effective leadership in the contingency theory, recognizing that leadership styles may need to change based on contexts and perceptions. Furthermore, feedback is an effective tool which can generate ideas. Employees and volunteers who are on the âfrontlinesâ working directly with communities and members may have insights that managers and leaders do not perceive but may be afraid to bring them forward in a casual conversation due to power difference or otherwise. Creating dedicated channels for this may create opportunities for employees to contribute while benefiting the organizational efficiencies and supporting change (Yue et al., 2019). Overall, this approach to more open communication is representative of forward-thinking transformational leadership and can lead to increasing levels of trust.
Conclusion
The YMCA is a great example of a local organization which has significant complex moving parts and requires strong but flexible executive leadership. This paper has identified that contingent leadership is the best applicable theory given the benefits of adaptability and flexibility necessary within the wide variety of programs in the organization. Transformational leadership is highly beneficial for the vision-driven, innovative approach of the YMCA, which motivates and influences followers.
Overall, the YMCA organization even at the local branch level requires an effective, passionate, and involved leader which has both the charismatic influence over people while maintaining strong management skills to balance complex operations.
References
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Northouse, P. (2019). Leadership: Theory and practice (5th ed.). Sage.
Qi, L., & Liu, B. (2017). Effects of inclusive leadership on employee voice behavior and team performance: The mediating role of caring ethical climate. Frontiers in Communication, 2. Web.
SHRM. (n.d.). Developing organizational leaders. Web.
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