Introduction
This paper looks into the most appropriate position for me taking into account that the organization I work for is expanding and restructuring. I, therefore, have an opportunity to determine my perfect position taking into consideration relevant leadership style through which my strengths and weaknesses can be compared and contrasted. Based on the self-assessment results, I scored seven for my concern for people and ten in concern for task. The scores indicate that I have a balance for the two categories even though biased towards a task-oriented leadership style (Bush, 2003). I worked as a sales representative in my previous appointment satisfactorily. Currently, I am employed by the military which is more oriented with deadlines and schedules. My task-oriented leadership is fundamentally applicable within the military environment like the military squadron.
A score of ten from the self-assessment findings indicates that I am a task-oriented person and can therefore apply my leadership style appropriately as a military squadron in managing supplies and organizing forces. My previous appointment as a sales representative empowers my skills to profile with necessary people skills and communication attributes that can sustain order and efficiency in organizing military activities (Robbins & Judge, 2007). A score of seven is actually an optimum for my charismatic attributes in leadership. Nonetheless, my charisma can be improved to allow for greater accommodation of subordinate weaknesses in pursuit of personal goals and those of the military. I need to trust others particularly after delegating responsibilities to them in order to create employee autonomy and innovation on assigned tasks. As a task-oriented person, I am better placed to direct subordinates on their tasks based on their professional qualifications and specialization. As a transformational leader, recognition of different potentialities of followers is strategic to effective management of military activities.
Background
Soldiers are trained to subscribe to high-level professional discipline and ethics due to the security nature of their assignments. The ability to discipline followers constitutes crucial leadership attributes that accompany my task-oriented perspective in leadership. However, equilibrium should exist between strict approaches in getting tasks done and motivating followers to be independent and innovative in their areas of specialization. The ability to establish a working team demands appropriate management skills which address different developmental and performing stages of accomplishing group activities (Yukl, 2006). Given an opportunity to choose my perfect position in the military, taking into consideration the ambitious expansion plans into peacekeeping efforts in conflict-prone areas, I would be comfortable working as a military squadron. My responsibilities would include planning, monitoring, organizing and managing military supplies, equipment and resources for training soldiers as well as facilitating their peacekeeping and combat operations.
This requires a task-oriented leader capable of concentrating on planning and scheduling assignments in accordance with set timeframes. It also includes coordinating subordinate activities through a deadline-driven task-oriented approach that ensures realistic objectives are attained. People-oriented skills are also relevant in ensuring that supervision of the different forces is effected without compromising on professional ethics and the effectiveness of teamwork. The people-oriented approach is useful in motivating subordinates to believe in the vision and mission of the military. It also boosts their morale through intrinsic motivation and job satisfaction (Bush, 2003). The capacity to develop people skills enables me to be sensitive towards the different needs and desires of the individual soldiers during training and actual military assignments.
Provision of supplies to soldiers in the field at the right time and place is strategic to the achievement of military objectives. Peacekeeping forces can only be effective in their task if a sustainable supply of military materials and personal effects is done. Coordinating supplies to soldiers requires swift and precise thinking in order to avoid blunders that can cost the military lives, property and reputation. People-oriented skills are useful in understanding the challenges that soldiers experience on the battlefield and during their training. It is therefore important that as a military squadron, I do not make assumptions on the real situation of the military environment at any particular time. Trusting subordinates helps to recognize mistakes and problems in the camp for appropriate action (Robbins & Judge, 2007). The nature of the military environment calls for accurate actions and decisions since the entire security of the nation rests on the forces.
Task-oriented leadership style
The task-oriented leadership style applies as the “initiating structure” which adheres to a timeline perspective in accomplishing tasks. Group supervision is recommended instead of separate individual supervision. The task of organizing different teams is best done through group supervision. Team leaders are therefore assigned the responsibility of managing their respective groups under my supervision. As the military squadron, I need the support of team managers in order to obtain the right feedback on the actual situation in the field. Group supervision is therefore an appropriate leadership strategy for effective planning and organization of military assignments (Yukl, 2006).
The position of a military squadron fits me well taking into consideration the assessment scores and the experience I have developed during my previous work as a sales representative. Being both a task-oriented and people-oriented person, I find it opportunistic to work in the military characterized by deadlines and working schedules. According to the Platinum rule, people exhibit differences in their preferences at the workplace which should be individually recognized in order to avoid conflicts. Conflict management is central for effective interaction to take place in various teams. The position of a military squadron is an opportunity for me to apply appropriate leadership style and skills in an environment characterized by strict deadlines and structured work schedules.
The Platinum rules suggest that I should be flexible and professional enough to allow subordinates to contribute towards appropriate timeframes for tasks as well as the best approach in accomplishing military assignments (Bush, 2003). Military activities require extensive specialization and professionalism. Effective coordination of different departments is paramount for the successful implementation of tasks. The initial plan should be followed to the letter in order to guarantee safe and secure outcomes. The transformational leadership style is therefore applicable within the military setting in order to take advantage of the multidisciplinary field for a perfect outcome.
As a military squadron, I am better placed to stimulate critical thinking among soldiers in different ranks. The hierarchy rank provides an enabling structure for the coordinated fulfillment of responsibilities. Respect is assured among military officers in different ranks for consistency and appreciation of the chain of command. The internal processes of a team determine the degree to which group activities are accomplished. Team leaders could be responsible for the effective implementation of team activities but the underlying internal processes are fundamental for a perfect outcome. The nature of interaction and collaboration that takes place among team members is crucial in adapting necessary change in organizations (Robbins & Judge, 2007).
According to the Path-Goal Theory, leaders should nurture and facilitate their followers to appreciate colleagues and direct their efforts towards the attainment of organizational objectives. The Path-Goal premise is reinforced by the “leader versus follower theory” which recognizes the contribution of subordinates in management. Essentially, leaders and followers are equal to the task and cannot underestimate one another. The military situation calls for utmost collaboration between all the stakeholders. The security nature of the military assignments demands that confidentiality as a virtue and professional ethic be kept at heart in the organizational culture. The Fielder model of leadership emphasizes the application of a stress-related approach in reinforcing a task-oriented system of leadership (Yukl, 2006).
On the other hand, transformational leadership theory emphasizes tolerance and adaptability in organizational management. The dictatorial hands-on approach is replaced with the inclusive hands-off leadership style which ensures that creative and critical thinking is effectively stimulated. Leaders cultivate a friendly environment at the workplace through which the exchange of ideas is possible and feedback is given and received in the right manner. My duty as the military squadron is therefore not limited to a specific leadership style but cuts across the various theories in order to adapt characteristics and features of effective organizational management.
Change-oriented behavior
Change-oriented behavior is also relevant in the military environment. My position as the military squadron calls for a shift of mentalities and perceptions from the previous sales representative job through relevant change processes in the professional profile. Technical and managerial training is necessary for adapting and integrating the military personnel with a common professional identity. There is sufficient experience in people-oriented skills from the sales job but the task-oriented approach expected in my new position as military squadron demands upgrading of relevant skills associated with the military docket. Essentially, appropriate leadership styles are isolated from several leadership theories which amalgamate into a concrete task-oriented, people-driven approach that can suitably guide me to achieve military schedules under strict but realistic timeframes (Bush, 2003).
Reference list
- Bush, T. (2003). Theories of Educational Leadership and Management. New York: SAGE.
- Robbins, S. P., & Judge, T. A. (2007). Organizational behavior (12th Ed.). Upper Saddle River, NJ: Pearson Education.
- Yukl, G. (2006). Leadership in organizations (6th Ed.). Upper Saddle River, NJ: Pearson Education.