DYNAMIC OF LEADERSHIP E-PORTFOLIO PAUVIYA GUNA SEGAR PHP223020
TABLE OF CONTENTS 01 02 03 Lecturer Profile 04 Student Profile Timetable Assignments
05 06 07 Transformational Leadership 08 Groups for Presentation Weekly Reflection Overall Reflection of UHPS 6013
Student 01 Profile
Lecturer 02 Profile
“WHAT YOU GIVE YOU GET BACK” [email protected] https://people.utm.my/jamilah_ahmad/ MY IDOL ☺ Prof. Madya Dr. Jamilah Binti Ahmad PROFESOR MADYA (DS54)
03 Timetable
Timetable Weeks Date Week 1 20/03/2023 Week 2 27/03/2023 Week 3 03/04/2023 Week 4 10/04/2023 Week 5 17/04/2023 Week 6 24/04/2023 Week 7 01/05/2023 Week 8 08/05/2023 Week 9 15/05/2023 Week 10 22/05/2023 Week 11 02/06/2023 Week 12 05/06/2023 Week 13 12/06/2023 Week 14 19/06/2023 . No Class (Public Holidays & Midsem Break)
04 Assignments
Assignments 01 02 03 SHORT TALK (10%) 04 REPORT (40%) GROUP PRESENTATION (20%) E-PORTFOLIO (30%)
Groups for 05 Presentation
GROUPS FOR PRESENTATION Group No Title Group Member 1 Leadership Behaviour and Motivation 1. Pauviya A/P Guna Segar 2. Athirah Shukri 3. Irni Ismail 2 Power, Politics, Networking, and Negotiation 1. Wan Norhafliza 2. Syahazanani 3. Siti Najiah Bt Rosminahar 4. Nur Afiqah Hasan 3 Contingency Leadership Theories 1. Mohamad Afiq Bin Othman 2. Tan Meng Lee Vincent 3. Naveenea A/P Kunabalan 4. Fahdah Mansor 4 Communication, Coaching and Conflict Skills 1. Devi Pratami 2. Khirthana A/P Muralitharan 3. Nur Amirah M Razali 4. Muhammad Syafiq Bin Alias 5 The Leader-Follower Relationship 1. Wang Longkang 2. Xue Mei
6 Team Leadership 1. Anis Nur Aliah Binti Samsudin 2. Liu Haojia 3. Li Xiaoyan 4. Noora Hi Shikin Binti Md Rashid 5. Siti Fatimah Binti Ahmad 7 Transformational Leadership 1. Sheikh Sanad Nazer 2. Er Hong An 3. Ku Ezriq Raif Bin Ku Besry 4. Zhou JiaYue 5. Zhan Xiaran 8 Level 5 Leadership 1. Ahmad Izwan 2. Lu Wenli 3. Hasan Ali 4. Yuzhwan 5. Gao Ge 6. Nurul Syahirah
Transformational 06 Leadership
The concept of transformational leadership was first introduced by J.M. Burns in 1978, and Bernard Bass developed it nearly ten years later. Burns offered two leadership styles for accomplishing tasks: transactional and transformational. Definition of Transformational Leadership A leadership style known as transformational leadership affects both social systems and individual behaviour. In its optimal state, it fosters significant and constructive change in the followers with the ultimate objective of transforming followers into leaders. It puts the emphasis on what leaders accomplish rather than their personality traits or the reactions of their followers. By explaining to followers, the issues with the current system and offering a convincing vision of what a new organisation could look like, this transformational leadership works to change the status quo. When practised in its purest form, transformational leadership improves followers' motivation, morale, and output via a number of methods. These include encouraging followers to take greater ownership of their work, challenging them to do so, and understanding the strengths and weaknesses of followers so the leader can assign followers to tasks that maximise their performance. Connecting the followers' sense of identity and self to the organization's mission and collective identity is another.
Transformational leadership characteristics and traits ● Able to inspire participation and communication from others ● Uses motivation to help people grow and feel good about themselves ● Ability to listen actively ● Adaptability ● Sincerity and authenticity ● Creativity ● Insightful into emotions ● Inspirational ● Open-mindedness ● Encourages people to uphold high moral standards by demonstrating them ● Problem-solvers who are proactive ● Self-awareness ● Supportive ● Ability to accept accountability ● A readiness to take calculated risks ● Providing coaching and mentoring while letting staff members take initiative and responsibility for their own work
Transformational Leadership Models and Dimensions
According to Bass and Avolio's (1994) Full Range Leadership Model, there are three different types of leaders, each of whom exhibits a certain set of characteristics that are related to their principles of leadership: Transformational leadership, Transactional leadership & Laissez-faire leadership. Especially, Bass and Avolio (1994) proposed that transformational leadership is composed of four behaviour dimensions.
1. Individualized Consideration The extent to which the leader takes care of each follower's needs, serves as the follower's mentor or coach, and pays attention to the follower's worries and requirements. The leader shows compassion and encouragement, maintains open lines of communication, and presents challenges to the followers. When a leader gives individualised attention, they are also conscious of the special capabilities that every follower brings to the office and assist them in acquiring and exhibiting these crucial abilities. As a result, the follower develops an aspiration to advance, and they work with intrinsic motivation. 2. Intellectual Stimulation The leader's willingness to question norms, take opportunities, and get input from followers. This type of leader inspires and supports the creative thinking of their followers. The leader encourages and works with the followers as they experiment with different strategies and come up with creative solutions to organisational problems. They foster and grow individuals with autonomous thought. Such a leader values learning, and unforeseen events are viewed as opportunities to learn. The followers inquire, consider carefully, and come up with more efficient ways to carry out their duties. 3. Inspirational Motivation The extent to which a leader can convey a vision that inspires and appeals to followers. Inspirational leaders set high expectations for their followers, express optimism about their long-term objectives, and give the task at hand purpose. They always give meaning to their followers' actions by demonstrating the significance of all obligations and responsibilities. They are confident in their followers' capacity to achieve goals. In reality, they are able to inspire their followers to have an immense sense of purpose, which gives their group's progress meaning and purpose. This inspires followers to put more effort into their work, to have faith in their own abilities, and to be upbeat about the future.
4. Idealized Influence Sets an example for moral behaviour, inspires pride, and earns respect and trust. The high ethical standards that transformational leaders who exhibit Idealised Influence uphold serve as examples for their followers. These leaders are ones that the followers can relate to and look up to. They give followers a sense of direction and purpose. This kind of leader tends to lead effective and devoted teams. They devote a lot of time and effort to the team and genuinely care about the team's success. Due to the high level of devotion that transformational leaders may engender in their followers, turnover tends to be quite low.
4 Phases of the transformation process (Shuleski et al., 2019): •1. Make a compelling case for change- Create case for change, sense of urgency, & strategy/vision. 2. Inspire a shared vision- Empower people to act on the vision and plan the effort. 3. Lead the transition- Change behavior, processes, technology, culture, values. 4. Implant the change- Internalize, institutionalize, and optimize transformation; create stability.
The Strengths and Weaknesses of Transformational Leadership
Strengths • The capacity of a leader to motivate people to change is one of transformational leadership's strengths. This kind of leader may inspire people to work towards shared objectives since they are frequently passionate about their vision and mission. • Lowers the cost of turnover. By fostering a sense of inclusion and engagement among employees, transformational leadership aims to reduce worker turnover. Employees are more inclined to think that they belong like they share the same objectives as their co-workers, and that they are not alone if they are united behind the leader's vision. People who fit the company's culture and behaviours are more likely to remain, which reduces turnover. • Transformational leaders frequently exhibit creativity and innovation, which enables them to come up with original solutions and ideas for issues. • Employee motivation and engagement in their job are frequently enhanced by transformational leaders, which boosts output and satisfaction. • Maintains the company's integrity and openness. Integrity is a fundamental attribute of transformational leaders because it underpins their whole area of influence and depends on them being upfront about upholding the ideals they have created for the company. They frequently have a values-driven and ethicsfocused culture, which encourages staff members to act morally upright and in the best interests of the business and its larger community. • Better well-being: Workers who rated their employers' levels of transformational leadership as higher did so in terms of their own well-being. Even after researchers took into account wellbeing-related variables like job stress, education, and age, the effect persisted as being statistically significant (Jacobs et al., 2013).
• The use of impression management in transformational leadership makes it easier for leaders to promote themselves in an unethical way. • The drawbacks of a transformational leadership approach can include the risk of developing a cult of personality around the leader and the danger of placing an excessive amount of reliance on the charisma and vision of the leader to achieve achievements. • Leaders may manipulate their followers, and there is a possibility that they will cause them to lose more than they gain. • Result in worker burnout. A transformational leader may excite some people while exerting relentless pressure on others. Some employees may get demotivated and burnt out due to the company's relentless pursuit of the big picture and pride in its successes. • Risky and disruptive potential. The issue with change is that it can be negative if the leader takes excessive or unwarranted risks, and disruptive if it occurs too frequently. It is more likely to have negative effects if the leader does not objectively evaluate if this specific change is the best course of action at this moment and for this organisation. • For bureaucratic organisations, poorly suited. Weaknesses
Implications of Transformational Leadership
Transformational leadership must prevail at all levels of the organisation in the current climate, which is marked by uncertainty, global unrest, and organisational instability. Following such leaders results in high levels of organisational commitment and job satisfaction, as well as organisational citizenship behaviours. With such a committed workforce, it will undoubtedly be beneficial to think about putting some effort into building strategies for changing the organisation through leadership. The ability to innovate, teamwork, recruiting, selection, and promotion processes for the organisation can all be enhanced through transformational leadership. Implications for the organisational structure, job descriptions, and strategic planning of the organisation. Policies can be put in place to make sure that the leadership exhibited by various organisation members consists of a desired balance of transformational aspects.
Yukl (1999) draws some tips or implication for transformational leadership in workplace which are: 1. Together with the staff, create a vision that is both hard and appealing. 2. Connect the vision to a plan of action for achieving it. 3. Create the vision, define it, then convert it into actions. 4. Speak with assurance, resolve, and optimism about the vision and its execution. 5. Realise the vision by taking tiny, deliberate actions and achieving small victories along the way to its ultimate realisation.
Examples of the World Transformational Leaders
Barack Obama The former U.S. President was renowned for both his unifying, inspiring, and upbeat communication style, as well as for taking a transformational approach to leading his administration. Steve Jobs One of the most recognisable transformational leaders in history is Steve Jobs. Jobs is renowned for his inspiring leadership, which elevated Apple to the top of the technological sector. Jobs was continually pushing everyone to look beyond what they had accomplished, according to those who worked with him, and he was always pushing for and wanting more. Nelson Mandela The late South African president is renowned for being an authentic source of inspiration. Mark Bertolini Aetna. Bertolini is renowned in the healthcare sector for his pragmatic managerial style. He claims that developing tactics around a practical future vision is his main objective.
Jeff Bezos Many people think highly of Jeff Bezos as a transformational leader. His leadership approach is always encouraging team members to consider fresh ideas and opportunities. Due to his revolutionary and innovative attitude, Amazon has elevated e-commerce and shipping to a previously unheard-of level. Reed Hastings Netflix. Bezos and Hastings tied for first place for similar reasons. He was not entrenched in pre-established methods and procedures in the broadcast industry because he was from the software industry. Oprah Winfrey The media tycoon is renowned for her inspiring, visionary, and captivating leadership style.
Satya Nadella Microsoft. Nadella joined the company in 1992 and worked his way up the corporate ladder, ultimately managing the company's cloud computing initiatives, which led to him being promoted to the CEO post. Emmanuel Faber Faber began his career as an architect for Danone and rose to CEO after helping to develop the business's mission of becoming a sustainable health and nutrition company.
Previous Research Related to Transformational Leadership
The most popular survey for studying transactional and transformational leadership is known as "the Multifactor Leadership Questionnaire" (MLQ Form 5X). This questionnaire, which begins with Bass' (1985) factors and analysis, examines every aspect of leadership in its entirety. The questionnaire's basic scales were developed using initial factor analysis and prior iterations. The MLQ assesses a variety of leadership styles, including passive leadership, contingent rewards for followers, and leaders who develop followers into future leaders. The MLQ outlines the qualities of a transformational leader and aids people in learning how they rank both in their own estimation and that of those they collaborate with. A retesting programme that tracks changes in leadership style can be used to gauge success. The programme outlined in the MLQ Trainer's Guide offers a strong foundation for leadership development. The current version of the MLQ Form 5X has 36 items divided into 9 scales, with four items measuring each scale. Strong proof that the MLQ5X is valid and reliable was supplied by John Antonakis and his colleague’s later validation work. In reality, Antonakis et al. (2003) used two extremely large samples (Study 1: N=3368; Study 2: N=6525) to prove the validity of the suggested nine-factor model MLQ model. Despite the fact that other researchers continue to disagree with the MLQ model, no one has been able to disprove it since 2003 using sample sizes as big as those reported by Antonakis et al. (2003).
Moreover, organisational leadership is becoming more crucial and is recognised as a crucial success component in the rapidly changing globe. As a result, numerous researchers have conducted studies on this subject to educate the public on the significance of this transformational leadership. Transformational leaders attempt to generate fresh ideas and views in order to chart a new course for the organization's growth and profitability. Korejan and Shahbazi (2016) highlighted in their research study that transformational leaders mobilise members of the organisation to make fundamental changes to the foundation and basis of the organisation by cultivating commitment, passion, and loyalty among managers and employees. This enables the organisation to be ready and acquire the necessary capabilities for moving in new directions and achieving higher ideal performance peaks (Korejan & Shahbazi, 2016). According to Khan et al., (2020) research study, employee motivation is encouraged by transformational leadership, which also produces positive psychological states including understanding of work outcomes, experience with taking responsibility for outcomes, and meaning of work. Consequently, Turnnidge and Côté (2017) argue that transformational leadership directly affects followers and employees by fostering environments that are fair, respectful, and supportive, improving the quality of their relationships, and encouraging more positive thinking about oneself and one's tasks. All of these factors positively affect an employee's intrinsic motivation for one's work.
Moreover, according to a study by Bakker et al. (2022), transformational leadership is crucial for employee job engagement and performance since it promotes agentic follower behaviours like utilising one's abilities and taking initiative. Leaders motivate their followers to use their abilities and exercise personal initiative when they embody the ideal, demonstrate individual consideration, and/or are energising and intellectually interesting. Because they are able to focus their energy and passion, followers are better able to perform. In addition, Breevaart and Bakker (2018) gave a practical application of transformational leadership, stating that most leaders experience good and poor days when it comes to putting it into practise and, as a result, vary from day to day in how well they motivate follower performance. Organisations can make use of this information by giving leaders regular feedback on their leadership style. By strategically utilising daily transformational leadership behaviours like individual concern and inspirational motivation—especially on days when these are most required—leaders can make use of this information (Bakker et al., 2022). On the other hand, Samad's (2012) research found that innovation and transformational leadership both improved organisational performances. As a result, these two factors were found to be associated to organisational performance. Thus, transformational leadership produces an engaged workforce that is empowered to create and contribute to the future success of an organisation.
Transformational Leadership VS Charismatic Leadership
Here's a quick summary of the charismatic leadership approach. The charismatic leadership style is when a leader encourages followers to work towards a higher goal. For the followers, it can be incredibly motivating and inspiring, which can boost cooperation, productivity, and involvement inside the company. Influence based on followers' beliefs that the leader possesses supernatural abilities or the gift of divine inspiration is known as charismatic leadership.
• Both charismatic and transformational leaders have the ability to inspire followers and create enduring emotional relationships with them. However, not all charismatic leaders can inspire followers to put aside their own interests in favour of a greater cause or social need. • In transformational leadership, the group creates the vision, whereas a charismatic leader is more likely to have one, which ultimately becomes the vision of the followers. As a result, creating the vision under transformational leadership is done in a much more democratic manner. • Transformational leaders go beyond charismatic leadership in that they can frequently present a compelling future vision and persuade followers to put aside their own interests in favour of the good of the group. Transformational leaders' goals and principles are more in tune with the requirements and needs of their followers. It is on this basis that some have argued that all transformational leaders are charismatic but not all charismatic leaders are transformational. • Charismatic leaders frequently aim to improve the status quo, but transformational leaders focus on converting organisations into the leader's vision. • Charismatic leadership revolves around the leader and their persona. However, transformational teams are built around a shared vision and prioritise raising the calibre of all team members. The comparison of transformational leadership and charismatic leadership are:
• Transparency and empowerment are the foundations of transformational leadership, whereas charismatic leadership is based on listening to what the charismatic leader has to say. • Transformational leadership prioritises individual growth, whereas charismatic leadership views followers as tools to achieve the goal. • People think charismatic leaders are born, not made. However, transformational leaders are adaptable leaders who, for the most part, receive leadership training. • Charismatic leaders might not want to make any changes to the company. However, the fundamental goal of transformational leaders is to change their organisation and their followers. • It's challenging to replace charismatic leaders. The next-in-line command officer in the organisation will take the place of transformational leaders, nevertheless, if they receive adequate training.
Weekly 07 Reflection
Introduction to Leadership Week 01 20/03/2023
The first day of Dynamics of Leadership began at 4:00 p.m. Dr. Jamilah binti Ahmad, an associate professor, welcomed the students to the class (Online Class), made us feel at ease, and led an ice-breaking exercise. Then, the lecturer requested that the students make introductions. This class included students with diverse backgrounds and from several faculties. The lecturer then thoroughly goes over the assignment brief with the class and gives us the opportunity to ask any questions. She is also very considerate and supportive of the students because she is aware that some of them are new to UTM. She demonstrates how to use the e-learning platform so that we may access the notes or submit the assignments. The lecturer then went over the weekly mapping of the course, the teaching and learning process, and the assessment procedures. Short introductions were given to the subjects we would study in this course. This provides students with a summary of the course outcomes. The first chapter, "Introduction to Leadership," was later taught by the lecturer to the students. In light of the fact that I recently earned a bachelor's degree in psychology and am relatively new to the dynamic of leadership module, she taught us new skills that we had never experienced before. As a result, the lecturer teaches my classmates and me about leadership and its significance. This will assist us in developing into effective leaders in our families, workplaces, and/or societies. To sum up, what the lecturer covered in class the first week, she explained that a leader is someone who influences a group of people to reach a goal. She also highlights that the most crucial aspect of leadership is influencing, which is the process through which a leader communicates ideas, wins approval, and inspires followers to support and implement the ideas via change. She showed us a short film on the topic to help us better grasp what leadership is, which stimulates us to pay attention to the lesson by making us feel thrilled while watching a video in between the lecture. We conversed about the traits of various well-known world leaders, including Adolf Hitler (a highly task-oriented leader or rise to power), Mahatma Gandhi (a transformational leader), and Winston Churchill (decisiveness). Students discussed their sources of inspiration and listed their top leadership qualities. I was personally impressed by Mahatma Gandhi's transformational leadership methods because his vision of leadership extended beyond himself. He continued to be perceptive of a greater cause rather than a power grab. He was modest and endured substandard living conditions like millions of Indians. Later, we concluded that different leadership philosophies are required depending on the group, environment, and organisation. The conversation helped me recognise different leadership philosophies and how they impact and sway followers.
Then, the lecturer continues by outlining the significance of leadership in terms of organisational performance, worker job satisfaction, and effective management. This is due to the fact that good leaders co-lead, develop subordinates' leadership abilities, and persuade followers to support organisational goals. People, change, organisational objectives, influence, and leader-followers are the essential components of leadership. Later, the lecturer goes over the three management responsibilities that are interpersonal (figurehead, leader, and liaison), informational (monitor, disseminator, and spokesperson), and decisional (entrepreneur, disturbance, resource, and negotiator). The emphasis of interpersonal roles is on people and interpersonal interactions. Dealing with information is the main focus of informational roles. Making decisions is the main focus of decision-making roles. The 3 Levels of Leadership Analysis, which are Individual (dyadic process), Group (group process), and Organisational (organisational process), are the new concept I learned from the lecturer. The three levels must cooperate since they are all equally crucial. Last but not least, the lecturer covered 4 Leadership Theory Classifications during Week 1 of the course: -Trait: Make an effort to explain unique qualities that account for leadership performance to find a group of qualities that all strong leaders have, -Behavioural: Make an effort to describe the particular leadership philosophies or tasks of outstanding leaders, -Contingency: Make an effort to describe the best leadership approach based on the leader, the followers, and the circumstance, and -Integrative: Attempt to integrate the trait, behavioural, and contingency theories to account for effective, impacting leader-follower relationships. Later that evening, the lecturer started a discussion about leadership. Students discussed leadership and offered their thoughts and opinions and the lecturer praise the students for their sharing. She said, a successful leader, learns from their errors and keeps themselves current by seeking out new information often. Everybody is a leader depending on the situation.
My leadership self-reflection is setting aside time to consider oneself as a leader, and it is essential for our development as leaders. It requires thinking about our existing skill set, our strengths and weaknesses, our behavioural patterns, and our approach to trying to influence other people. I also believe that leadership is more of an obligation we have to influence and guide our followers in the correct direction than it is a job or title that we hold. I firmly believe that a leader is a selfless someone who constantly chooses to prioritise the needs of their followers over their own. The leader becomes a true or effective leader as a result. I realised that my ability to lead depended on the tasks and circumstances in my organisation, my family, the school environment, and myself. I must take responsibility for my actions and be open to constructive criticism. In the coming weeks, I'm aiming to gain more leadership knowledge and develop into a strong leader in required situations.
Leadership Traits and Ethics Week 02 27/03/2023
This week, a few new students joined our class. This week, more detailed information on assessments and e-learning was provided, and an icebreaker activity took place. After that, Dr. Jamilah conducted a class on leadership traits and ethics in week 2. Essentially, leadership traits are personal characteristics that distinguish effective leaders. While ethical leadership is described as leadership that models and encourages morally righteous behaviour through one's own conduct and interpersonal interactions. The lecturer then opens the lesson by playing a video about leadership traits and ethics and engaging the class in conversation. She used to urge pupils to share their thoughts and encourage them to do so because she always admired and appreciated our perspectives and ideas. As a student, this allows me to feel appreciated and valued. In leadership traits and ethics, the lecturer introduces us to several theories which are: •Great Man Theory •Big Five personality dimensions •Achievement Motivation Theory and Leader Profile •Theory X & Theory Y •Pygmalion Effect •Positive Self Concept First and foremost, according to Great Man Theories, leaders are extraordinary individuals with inherent leadership skills. The term "man" was used deliberately because the idea was largely male, militaristic, and Western. According to what I understand about the Great Man Theory of Leadership, leaders are a gift from God to humanity. If there were no such thing as inherent leadership qualities, then no one could ever become great. Despite the fact that most academics and historians today believe the Great Man Theory to be seriously lacking in empirical rigour. Furthermore, numerous theories that make an effort to define and quantify personality have been developed as a result of personality studies. The Big Five Personality Traits Model, often known as the Five Factor Model of Personality, is the most extensively used classification of personality among industrial-organizational psychologists. Personality is broken down into five elements under the Five Factor Model which are: •Surgency- Leadership & Extraversion traits •Agreeableness- Getting along with people traits •Adjustment- Emotional stability traits •Conscientiousness- Achievement traits •Openness to experience- Willingness to try new things traits
The Big Five qualities and leadership have a close relationship. Extraversion, in my opinion, is the most critical quality for good leaders since it is most tightly linked to leadership. A leader that exhibits strong extraversion will be energised, filled with good feelings, and have a propensity for mingling. Moreover, the lecturer taught about executive derailment. For example, a formerly successful executive can derail when they perform poorly, which could result in a promotion or replacement if their work ethic does not improve. Lecturer explains the main reasons for Executive Derailment which are bullying style; coldness, aloofness, arrogant; betrayed personal trust; self-centered; specific performance problems; overmanaged. She also emphasises the need for effective leadership traits to perform well in their task, enhance their skills and work proficiency. So, the nine traits of effective leaders are Dominance; High Energy; Self-confidence; Locus of Control; Stability; Integrity; Intelligence; Flexibility; Sensitivity. I believe that leaders need to employ these 9 attributes to develop into stronger leaders. Nevertheless, these 9 traits are known to be universal traits of effective leaders. Later, the lecturer explained the achievement motivational theory of leadership. According to the Achievement Motivation Theory (McClelland, 1961), behaviour and performance are explained and predicted in terms of a person's need for achievement, power, and affiliation. •Achievement- the intense desire to accomplish goals and complete tasks •Power- the need to influence others, regulate their behaviour, and exert control over others •Affiliation- the desire to be regarded well and received by others In addition, the lecturer also taught the leadership motive pattern (LMP). LMP is a configuration of motivational factors that have been linked to improved leader performance in conventional bureaucratic organisations, was first described by McClelland in 1975. Applying achievement Motivation Theories, such as a person's demand for achievement, power, and affiliation, LMP is the predictor to ascertain a leader's effectiveness. Using LMP, McClelland (1961) discovered that effective leaders tend to have a high need for power, a moderate need for achievement, and a lesser need for affiliation. These theories, in my opinion, might differ greatly from one leader to the next.
Later, the lecturer introduces us the Theory X and Theory Y of leadership. Based on the leader's attitude towards their followers, theories X and Y make an effort to explain and forecast leadership behaviour and performance. Theory X emphasises supervision, whereas Theory Y places more emphasis on rewards and recognition. To be crystal clear, leaders who adhere to Theory X are autocrats whose goal is to rule over their followers, while leaders who conform to Theory Y are participative and support their followers. My view about this theory is that leaders ought to adhere to Theory Y. This is due to Theory Y's significantly more optimistic managerial approach than Theory X, which may account for its appeal. It gives the worker some flexibility and responsibility while also reducing the manager's need to put pressure on their personnel. Next, the lecturer taught us the Pygmalion Effect in leadership. According to the Pygmalion Effect, people tend to perform to the degree that others demand of them. According to the Pygmalion Effect, rising manager expectations for subordinate performance result in improved subordinate performance. For instance, managers who set higher expectations for their staff members see improved performance. According to my knowledge, the Pygmalion Effect in the workplace can be either positive or negative depending on the expectations of the managers. The results will also be beneficial if the manager has positive expectations for the team. However, the outcome will also be detrimental if the manager has negative or stereotyped expectations for their personnel. Lastly, the lecturer taught us the 3 levels of moral development in leadership. There are 3 levels of moral development (Kohlberg, 1958): 1.Pre-conventional: The leader develops morals based on self- interests. 2.Conventional: The leader develops morals based on the expectations of others. 3.Post-conventional: The leader develops morals based on moral principles regardless of leader or group ethics. In my opinion, moral growth aids in the improvement of beliefs because it is possible to believe incorrect things while developing because many people do not bother telling what is wrong or right. Furthermore, moral leaders stress honesty, altruism, integrity, and never take benefit from other people (Farh et al., 2008), which is probable to boost the subordinates' recognition with leaders because employees' need for belongingness are reflected in their sense of oneness with the leaders. Consequently, based on my entire analysis of this topic, I have concluded that an effective and ethical leader possesses the following traits: •A leader must treat everyone with dignity and respect. •Ethical leader won't utilise their followers as a means to further personal objectives. •A leader ought to respect their sentiments, choices, and morals.
Leadership Behavior and Motivation Week 03/04/2023 03