LeaderSHAPE

88 CONCLUSION

89 CONCLUSION There are indeed many ways to conceptualize the meaning of leadership as evidenced through the interest garnered throughout the years regarding this interesting phenomenon. As a matter of fact, the importance placed on the role of the leader, whether it be within social or organizational setting or public or private realm, continue to be the focus of attention among the leaders themselves, their followers and other interested parties directly or indirectly involved in the processes and practices of leadership. In the effort to illustrate this importance and the relationships the exists between the elements and determinants of effective leadership, this book attempts to explore the theoretical inclinations as well as the practical expectations connected to the notion of effective leadership as it progresses into today’s modern and challenging environment. Suffice to say, the notion of influence as the mark of an effective leader seems to be the pertinent point in leadership literature. Therefore, in charting our journey toward the realm of leadership in order to successfully respond and provide guidance in a more challenging and turbulent environment, it is important for us to begin by considering crucial points regarding leadership. First, we need to be aware of the many differences in how leadership is being conceptualized and to be comfortable with it. Being vague about the leadership concept will often interfere with our own judgment and understanding on how best to develop our identity, role and function as a leader and how best to practice it in reallife contexts. This inevitably will bring our understanding to two other important elements that are present in any leadership situation, namely, the followers and the contexts. As such, we also need to see leadership as a process of dynamic interactions which consequently bring out varied outcomes – whether it be for or against our interests. This is so, as both the leaders and followers can alter or shape the interaction towards their own expectations in varied leadership contexts. Having said that, however, most of the time our success is dependent upon other people’s contribution towards attaining the organizational aims. For that reason, we cannot and should not divorce ourselves from the team that we are a part of, who, in the course of their work, have helped us achieve our organizational task or aims. They are indeed the forces at work that we need to help us realize the organizational goals. In fact, research concerning leadership and its impact on employee engagement is increasingly gaining attention as organizations look at how to survive and thrive in today’s challenging environment (Macey & Schneider, 2008). That said, there is a need for us to ensure that their morale and commitment towards carrying out their tasks is high for them to create a huge impact on the success of our leadership endeavour.

90 Hence, we need to reflect on our leadership behaviours and have a clear sense of leadership purpose that will reflect our true intention in achieving group or organizational goals rather than focusing on personal aggrandizement through the manipulation of others. In fact, “managing and leading our human resources, should be made pivotal around three tasks: achieving goals collectively, building and maintaining the team, and motivating and developing the individuals in the organization” (Suzana & Sazali, 2015, p.63). Thus, creating a healthy organizational environment by recognizing the effort and needs of the subordinates will win their trust and deference. In other words, it is when our subordinates feel supported and appreciated that they will aim for a high standard of efficiency in carrying out their tasks. In relation to this, therefore, we need to be aware of the practices of leadership as there are certain leadership competencies or qualities that are regarded as crucial in determining the outcomes of the leadership process. Being a leader means we need to have the strengths, abilities and qualities needed to carry out our tasks, either as an individual or team in the organization. There is indeed an urgent need for us to focus our perspective to see how we could affect the contribution of others and enhance their contribution in realizing the organizational goals. For that reason, we need to be aware of our strengths and weaknesses and to develop the impact of the former while minimizing the impact of the latter on our leadership endeavour. Thus, the essence that is laid out within the perimeter of this LeaderSHAPE book is that there are qualities deemed as essential for us, as leaders, to work on in order to shape our leadership behaviour. Individually, these qualities are seen as crucial but together they make up a set of leadership qualities that will help to enhance our leadership repertoire should we aim to focus on becoming a better leader. This is so as we need to be able to grasp the attention of our subordinates or team members. Though we may struggle in this endeavour, it is indeed worthwhile and fulfilling to align ourselves with these qualities in our attempt to transform ourselves and collaborate meaningfully with others. For that reason, we need to be aware of our own psychological and behavioural attitude and enhance our capacity and capability by understanding the challenges of our leadership contexts. The turbulent and challenging modern environment that we face today, be it locally and globally may have an adverse impact on our leadership capabilities. Due to this, we need to adopt a positive mindset, be a reflective practitioner and be mindful of our surroundings and the diverse leadership contexts that we are in. This is inevitable as the rapid advancement of technology, the change in social process and demography, the political and economic instability, the spread of

91 infectious diseases, to name a few, have to a certain extent, perpetrate arduous challenges and shape the context of today’s leadership processes and practices. Suffice it to say, at a time when challenges seem to abound, it is crucial that we reflect on our leadership qualities and practices. Hence, what this book proposes is that in order to achieve organizational goals, employee or subordinates’ engagement is vital. Therefore, rather than focusing on our hierarchical authority, we should instead focus on developing leadership qualities that are influential in making our subordinates become engaged in carrying out their tasks. In other words, certain leadership qualities will help to drive the motivation and commitment of our subordinates and create strong, productive organizational culture which will result in better organizational outcomes (see figure 4.1). Obviously, steering the organization towards greater success requires certain leadership qualities that can impact the task performance, organizational culture and subordinates’ engagement. This is so as these qualities are the intangible assets that we must engage in problem solving, decision making and innovating practices. They are the embodiment of effective leadership which are manifested through our thinking, attitude, emotion and behaviour towards our tasks and subordinates or team members. As such, cultivating these qualities is instrumental in shaping the perceptions, emotions, attitude and behaviours of our subordinates or team members regarding our leadership practices. Figure 4.1 : From Leader qualities to organizational outcome In sum, in public or private realm, good leadership is an important thing that an organization can must ensure its survival and success. It is especially crucial to employ effective leadership in navigating through the challenges in a VUCA world. Having said this, it is important to add an

92 important caveat: Effective leadership is the sine qua non to a more efficient task performance and positive organizational culture that will enhance the subordinates’ willingness to help improve organizational performance. Hence, this points to the need for us to be more present and engaged with our leadership roles and functions. For that matter, it is important that we do not cling to our designated title or position of authority in order to enact the appropriate behaviour of our subordinates or team members. Thus, LeaderSHAPE framework is a useful paradigm and tool to contribute and promote the essential qualities of an effective leader crucial for generating positive organizational culture and subordinates’ responses. As such, recognizing that a leader’s quality may impact employees or subordinates’ engagement may help towards the transformation of our leader self through the shaping and reshaping of our leadership behaviours.

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110 ABOUT THE AUTHOR Suzana Abd Latif, a senior lecturer at Institut Aminuddin Baki Northern Branch (National Institute of Educational Management and Leadership) Ministry of Education, Malaysia, since 2009. Prior to this appointment, she was an English Language teacher with almost 20 years of teaching experience in both primary and secondary schools. Throughout her career as a teacher and trainer, she consequentially developed experiential knowledge of leadership and leadership processes, which is enhanced through theoretical understanding. In her current vocation, she has written two books and a number of articles which were published in local and international journals. Her books published by Penerbitan IAB are “Leadership Development for Educational Leaders : An Integrated Model” and “Kepemimpinan Keusahawanan untuk Pemimpin Pendidikan dalam Mendepani Cabaran Dunia VUCA”. Among her articles are ‘Learning Agility Among Educational Leaders: A VUCA-Ready Leadership Competency?’ and “Teacher Leader Competency Development : A Panacea for a VUCA world?”. Her interest in leadership theme is observable in her writings, which portrays a dynamic interplay between theory and practice of leadership.

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