Sample Critical Thinking Paper on Leadership and Team Building

Leadership and Team Building

Organization managers present different leadership traits in their portrayed relationships with employees and other organizational stakeholders (Bolden, Gosling, Marturano & Dennison, 2005, p. 9). Among the changing responsibilities and skills of managers, the most important is the ability of organizational leaders to be in a position to contribute through improved performance. Therefore, a focused leader, a team builder and a decision maker is all an organization might require in order to move out of the numerous businesses challenges (Bolden et al., 2005, p. 9). This study compares the various leadership styles and the importance of such style in realizing the major objective of an organization.

Visionary leadership

Through visionary leadership, managers’ major objective is to increase efficiency in the workplace by controlling elementary challenges, providing learning opportunities for employees and ensuring that the organization finds efficient means of completing various tasks (Mullins & Constable, 2007, p. 10). The main goal in every management is to get the job done and under visionary leadership, and managers’ key responsibility is to control the competitive value of products and services by putting in place efficient control measures. In this case, leaders always remain innovative and their performances are far much beyond product visionaries but rather within the frameworks of social visionaries (Mullins & Constable, 2007, p. 10). Through collective responsibility, leaders who apply visionary styles invent new ways of completing tasks while ensuring that every participant enjoys the fruits of every new development. These leaders are goal driven and always struggle to make effective decisions, as part of the organizational policy. The leaders in this case believe that employees can create wealth for the organization if they are motivated and allowed to work in a free atmosphere with minimal supervision and few regulations.

Academician leadership

From the viewpoint of academician leadership, individuals show incompatible attributes, and therefore leader skills a person develops are considered property of a particular institution and not property of an individual. Academician leadership is built on intellect as the leading process of generating ideas and making operational decisions (Lucas, 2008, p. 14). This means that before developing any leadership trait, a person undergoes different stages of training in order to impart skills on knowledge to be presented if an organization experiences certain challenges. Intellectual leadership otherwise known as academic leadership allows a manager or a leader to have background information on businesses and the factors that may pose challenges to the presented style of leadership (Lucas, 2008, p. 16). The background knowledge becomes important in dealing with employees and customers from different ethnic groups. A manager needs to study his or her employee, compare every person’s motive in light of behavioral changes and design the best approach to give to each group in case of any eventuality (Maddux & Sunday Times, 2010, p. 19). While a visionary leader is goal driven, an academic leader works through power, personal examples, dedications, openness and generosity as the case applies to timely execution of processes based on specific ideas.

Otherwise stated, both visionary and academician leaderships provide opportunity for growth by influencing employees’ level of performance. The two leadership styles are pegged on the organizational needs to expand its operations and deliver goods and services to customers in a more efficient and attractive plan. However, while visionary leadership can be inborn, or developed as a character, intellectual leadership is fully induced in a person through good training on issues of management (Komives, Dugan, 2013, p. 21). The approach used under visionary leadership is that which compels workers to remain committed to their core responsibilities whereas academician leadership treats every worker as an intellectual and as to such advocates for collaborative decision making rather than individual decisions (Komives, Dugan, 2013, p. 21). While visionary leadership engages a person in innovations and project development from scratch, academician leadership may use available information, generate better ideas from such information in order to create an equal level of operation for the different workers.

Just as in the case of visionary and academician leaderships, other leadership styles also focus on value creation for the organization by giving the different stages of production a collaborative approach. Production and supply of products to various markets require equal participation of employees, and this can only be possible where the organization advocates for team building (Midura & Glover, 2005, p. 23). Even though academician leadership pays little concerns to issues of team building, visionary leadership believes that employees can work best if they are allowed to share important skills that can be applied in production. The response consumers give to markets entirely depend on the quality of the products, which is as a result of the manager collecting and designing new ideas (Midura & Glover 2005, p. 23).

In general, organizational managers must choose the most appropriate style of leadership in order to improve business operations and the response customers give to products and services. In all the cases, a leader must remain focused towards team building and in decision making processes in order to eliminate some of the business challenges. This study therefore reveals that a manager who combines the different leadership styles is likely to improve business operations.

 

References

Bolden, R. Gosling, J. Marturano, A. & Dennison, P. (2005). A Review of Leadership theory and Competency Frameworks. New York: AMACOM, American Management Association.

Komives, S. R, Dugan, J. P. (2013). Contemporary Leadership Theories. San Francisco, CA: Jossey-Bass.

Lucas, A. F. (2008). Strengthening departmental leadership: A team-building guide for chairs in colleges and universities. San Francisco: Jossey-Bass.

Maddux, R. B., & Sunday Times. (2010). Team building. London: Kogan Page.

Midura, D. W., & Glover, D. R. (2005). Essentials of team building: Principles and practices. Champaign, IL: Human Kinetics.

Mullins, C., & Constable, G. (2007). Fundamental of Teams. Oxford: R