In this blog, I would explore further my own style of leadership, my vision of leadership, as well as leaders who inspire me throughout my life. I’ll discuss the feedback I’ve received from my peers regarding my leadership style, and how it helps me to develop to become a more effective leader and become closer to the leader I’m inspired to be.
What types of leader I am, what types of leader I would like to become
I’ve discussed several management and leadership styles in my third blog (Caddi, 2016: Blog 3) and introduced various leader examples. As I reflect to myself, I realized that the type of leader I want to be the most is Transformational Leader, the leader who can inspire and influence others.
Yukl (2010) stated that transformational leadership is compromised of 4 components:
- Idealised influence
Charisma of the leader, and the respect from followers
- Inspirational Motivation
Leader’s behavior that challenge the followers to work
- Intellectual Stimulation
Leader constantly stimulate new approach and creative solution toward problem
- Individualised Consideration
Leaders are concerned about the growth and development of the followers
I am really inspired by current governor of Jakarta, capital city of Indonesia, Basuki Tjahja Purnama or Ahok. As discussed in my third blog (Caddi, 2016: Blog 3), Ahok is not only the first minority – a Christian and Chinese Indonesian – who become the governor of Jakarta in 50 years, but also inspired many Jakarta residents who are majority of Muslim, to independently create organisation and collect 1 million ID to support him in 2017 election as independent candidate (Jakarta Globe, 2016; Jakarta Post, 2016). Basuki is a role model of Transformational Leader. He has shown that despite your background, if you have vision for the city, high integrity, consistency and radical action in solving problem, you can inspire others to follow you.
Figure 1. Basuki Tjahja Purnama, the Governor of Jakarta, Indonesia
Moreover, my previous working experience in Audit firm make me realized the importance of being an ethical leader, especially in Finance industry in facing pressures and global competition. A leader must be able to integrated ethical principal into Vision, and finally, Virtue to his/her leadership style (Caddi, 2016: Blog 1). I am aspired to be an ethical leader with Deontological principle, to always hold on to righteous principle and behavior (Vitel and Davis 1990; Caddi, 2016: Blog 1).
Globalisation is also become one of the important opportunities and challenges for leaders in establishing goals and communicating vision while addressing diverse and vocal stakeholders (Thompson, 2010). Therefore, it’s important for me to be able to have the skills to manage diverse team effectively, as discussed in my 2nd blog (Caddi 2016: Blog 2). It also leads back to the leadership style to approach subordinates discussed by Mullins in my 3rd blog (Caddi 2016: Blog 3). I believe that my current leadership style is democratic style and prefer the team to work together.
Globalisation inevitably leads to the need of organisation to change, and it’s necessary for a leader to have the skills to manage change effectively. I noticed that this leads back to the ability of the leader to effectively communicate the vision to stakeholder and their agility in handling resistance and removing barriers (Caddi, 2016: Blog 4). I look up to the CEO of Lloyds, António Horta-Osório in how he managed to transform Santander Bank into one of the top bank in UK by creating good strategy and constant communication with stakeholders (Caddi, 2016: Blog 4).
How ready am I to lead others? Feedback on My Leadership Style
Forbes (2016) stated that ‘the single most powerful way to grow as a leader: Become truly self-aware’.
This shows how important it is for a leader to receive feedback to improve effectiveness. One of the tools that can be used for feedback is Johari Window Model (Luft, 1961).
Figure 1. Johari Windows
|Known to Self||Not Known to Self|
|Known to Others||
Area of Free Activity
|Not Known to Others||
Avoided or Hidden Area
Area of Unknown Activity
Source: Luft (1961)
I’ve received feedback from my teammates and peers throughout Leadership course I’ve taken in this term based on team building activities and assignments. Some positive feedback toward me includes me being hardworking, supportive and enthusiastic, which is in 1st quadrant in model since I’m quite aware of this trait. My colleagues also described me as reliable, the trait that fell into 1st and 2nd quadrant as I’m aware of myself but I knew I still need improvement in my leadership skill. The negative feedback I received is I tend to be too democratic and sometimes let the team members take more control. Therefore, I need to develop more autocratic style to balance. This feedback is really helpful for me in order to lead the team more effectively as I’m not aware of this trait I have.
The Skills I Aimed to Develop
I acknowledge that I need to keep on improving myself to become a leader I’m envisioned to be. I’m striving to maximize the opportunity I’ve had in the university and through evaluation from Skills Audit and PDP Plan in APS class, I need to improve my leadership skill, communication skill and decision-making skill as my priority.
In his book, Maxwell (1995) stated,
“ If you want to really want to be a successful leader, you must develop other around you. You must establish a team. You must find a way to get your vision seen, implemented, and contributed to by others”
To be able to become a leader that can influence, motivate and develop others, I need to learn to have clear vision and strengthen them. Finally, I need to keep on learning to adapt to changes (Caddi, 2016: Blog 4) and continually measure my development throughout feedback from my peers.
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Caddi, O. (2016) Blog 1: Leadership And Ethics [online] available from <https://culccaddio.wordpress.com/2016/02/13/blog-1-leadership-and-ethics/> [26 March 2016]
Caddi, O. (2016) Blog 2: The Challenge of Managing Diverse Team [online] available from <https://culccaddio.wordpress.com/2016/02/26/blog-2-the-challenge-of-managing-diverse-teams/> [26 March 2016]
Caddi, O. (2016) Blog 3 – The Most Effective Leadership & Management Styles & Approaches [online] available from <https://culccaddio.wordpress.com/2016/03/12/blog-3-the-most-effective-leadership-management-styles-approaches/> [26 March 2016]
Caddi, O. (2016) Blog 4 – Leadership & Change [online] available from <https://culccaddio.wordpress.com/2016/03/17/blog-4-leadership-change/> [26 March 2016]
Forbes (2016) Forbes Welcome [online] available from <http://www.forbes.com/sites/erikaandersen/2012/11/21/are-leaders-born-or-made/#6e4e0a812ba2> [25 March 2016]
Jakarta Globe (2016) Globeasia’S Man Of The Year: Ahok, Indonesia’S Shooting Star | Jakarta Globe [online] available from <http://jakartaglobe.beritasatu.com/business/globeasias-man-year-ahok-indonesias-shooting-star/> [25 March 2016]
Jakarta Post (2016) Ahok Confirms He Will Seek Reelection As Independent Candidate [online] available from <http://www.thejakartapost.com/news/2015/09/30/ahok-confirms-he-will-seek-reelection-independent-candidate.html> [25 March 2016]
Luft, J (1961) The Johari Window: A Graphic Model of Awareness in Interpersonal Relations, Human Relations Training News [online] Available from http://www.convivendo.net/wp-content/uploads/2009/05/johari-window-articolo-originale.pdf [25 March 2016]
Maxwell, J. (1995) Developing The Leaders Around You. Nashville, Tenn.: T. Nelson
Thompson, L (2010) The Global Moral Compass for Business Leaders, Journal of Business Ethics, vol. 93, pp. 15-32. Available from: 10.1007/s10551-010-0624-9. [26 March 2016]
Vitell, S. and Davis, D. (1990) “Ethical Beliefs Of MIS Professionals: The Frequency And Opportunity For Unethical Behavior”. J Bus Ethics 9 (1), 63-70
Yukl, G. (2010). Leadership in organizations (7th edition). Upper Saddle River, NJ: Prentice Hall.
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