Leadership and Fellowship

Introduction

Through the assessment of the case, it is apparent that the organization has challenges with the effectiveness of its leadership. The assertion that is evident is that the leadership has been unable to muzzle adequate effectiveness that would allow them to win the confidence of the employees. Further, the slowing growth is an indication that the leadership is having difficulties in promoting the realization of the organization’s visions and goals. In the paper, there is going to be an assessment of the attributes that characterize successful leaders, the issues that follow look for in a leader as well as an assessment of what a leader should expect from the followers. There will be the evaluation of the strategy to implement so as for enhancing the employees’ satisfaction with the leadership as well as the consideration of the most effective leadership model for the organization.

Characteristics of a Successful Leader

One attribute that characterized successful leaders is the commitment they exhibit with the assertion being that leading by example is the ideal element leaders should exhibit for their teams. Employees are very satisfied when they see their leaders offering the leadership through execution of the duties they carry out. Through this commitment, the leader not only earns the respect of followers but instill hard work in them (Blickle, et al., 2013).

Confidence possessed by the team is the core attribute employed in instilling as well as maintain the morale among the employees. When a leader is confident and calm during the complicated situations, they assist their team to exhibit the same and thus ensuring that members of the team are kept working and moving ahead (Blickle, et al., 2013).

Effective communication is an additional skill that any successful leader ought to have as through being clear and succinct in the explanation of the organization’s vision; it ensures the followers are aware of the vision and what is to be done in realizing this vision. Further, effective communication ensures that the leader can train new members and additionally develop creative work environments that guarantee success (Casson, 2013).

Positive attitude ensures that the leader can keep the followers motivated in surging towards the organization’s vision, keeping their energy levels up. By ensuring that the team is happy and upbeat, there is an increase in their commitment and dedication to the organization (Blickle, et al., 2013).

What Do Followers Expect From A Leader?

Followers expect the leader to present the vision for the organization and the means of realizing this vision. It is imperative that leaders effectively communicate the current state of the businesses and the benefits to be realized by establishing the vision to be realized (Gabriel, 2015).

Followers also expect the leader to establish goals and objectives that the organization is seeking to realize. They additionally offer a means of assessing the effectiveness of the followers by assessing themselves against these goals (Gabriel, 2015).

They further expect to receive frequent, specific as well as immediate feedback from the leaders as it presents a unique means of assessing the progress made by the followers and any corrections that ought to me made to increase their efficiency (Gabriel, 2015).

What Do Leaders Expect From Followers?

Leaders expect that the followers will be dedicated to the realization of the established organization’s goals and objectives (Gabriel, 2015).

Leaders further expect their followers to generate ideas on the manner in which they will be using in the attainment of the organization’s goals and objectives and additionally on the issues that emerge, threatening the realization of these goals and objectives (Gabriel, 2015).

Willingness to lead initiatives is further an attribute leader like from the followers as it enhances the successful completion of challenging tasks and a faster rate as it eases delegation (Gabriel, 2015).

Strategy to Increase the Leadership Satisfaction Rating

One strategy that can be adopted at the organization as a means of increasing the leadership satisfaction rate is by offering the leaders with a training of what their roles encompasses and additionally develops their leadership skills. Through offering training on the appropriate leadership skills to employ at the organization, it will be possible to create happier, more cohesive, moreover productive employees (Casson, 2013). Further, the training will be an opportunity for the leaders to assessment their effectiveness and how they can enhance it by offering their teams with the necessary resources to complete their duties.

In increasing the employees’ satisfaction rate, ensuring that they are more involved in making decisions that affect them as well as the organization is the best strategy to employ. The result of using this strategy is that employees feel they have a stake in the organization and will thus be more dedicated and committed, which result in greater satisfaction ratings (Hunter, et al., 2013).

The ideal leadership style to employ in this organization is the situational leadership model. According to thus model, the application of leadership is based on the situations that leaders face, with different situations demanding for the use of different styles of leadership. Because situations and people keep on changing, it is impossible for the leader to use a specific style (McCleskey, 2014). It is imperative that the style employed is based on the current situation as through this, the leader will manage to address the diverse situations that emerge.

References

Blickle, G., Kane-Frieder, R. E., Oerder, K., Wihler, A., von Below, A., Schütte, N.,... & Ferris, G. R. (2013). Leader behaviors as mediators of the leader characteristics-follower satisfaction relationship. Group & Organization Management, 38(5), 601-629.

Casson, M. (2013). The entrepreneur in history: From medieval merchant to modern business leader. Springer.

Gabriel, Y. (2015). The caring leader–What followers expect of their leaders and why?. Leadership, 11(3), 316-334.

Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24(2), 316-331.

McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.

Sherry Roberts is the author of this paper. A senior editor at Melda Research in research paper company if you need a similar paper you can place your order for a custom research paper from nursing papers for sale.