Research Paper on "Leadership & You My Personal"

Research Paper 4 pages (1319 words) Sources: 4 Style: APA

[EXCERPT] . . . .

He is very focused on servant leadership, and on having companies work in a transformational manner in order to be more successful in the marketplace. One of the ways in which these companies can be successful is by recruiting and retaining the best and brightest employees (Covey, 1989). This can be done through an understanding of the value of each and every employee at the company (Kouzes & Posner, 2012). Covey (1989) practices what he preaches, as well. He often works very long hours right alongside his employees, and does not differentiate himself as "the boss" in the way many people would envision it or assume it would be done (Covey, 1989). Instead, he understands the difference between bossing people around and actually leading them to be their best and make their own choices.

It is not possible to be a leader without followers (Autry, 2004; Covey, 1989). In other words, anyone can be hired to be a boss, who sits in an office and tells others what to do. Leaders, however -- true leaders -- are not the same breed (Kouzes & Posner, 2012; Northouse, 2012). They get involved with the employees, and they really lead them (Northouse, 2012). They show by example, by getting their hands dirty, and by making the people working for them feel valuable and important for their contributions (Autry, 2004). Those kinds of actions and attitudes are why I want to emulate Stephen Covey. He clearly understands that there is a huge difference between telling people what to do and leading them to do the right things on their own. He sees that most people do want to work and add value to an organization, and if they are openly appreciated for their efforts they will continue to try to please those who lead them (Kouzes & Posner, 2012; Northouse, 2012). There is great value in this knowledge, because it indicates that transformational leaders help others.

It is not just the company that benefits from leaders who are fearless, and who are willing to go the extra mile with their employees, instead of just expecting the employees to do it (Kouzes & Posner, 2012). Those who are focused on transformational leadership, like Covey (1989), are aware of the value of the human being and how he or she is the business' greatest asset. Leaders who emulate this style and who stay focused on the value of the people who work for the company are going to have followers who want to please them and do the things that are asked of them. That makes the company much stronger than it would otherwise be, and helps to benefit everyone involved.

It is a valuable way to operate a business, and teaches important skills that can be used in many different situations. Covey and leaders like him are not perfect. They still have their failings, encounter employees who are not team players, and sometimes lose their way. That is part of being human, and can actually make a person a better leader (Kouzes & Posner, 2012; Northouse, 2012). When people are open and honest with the issues they face -- both good and bad -- they are more relatable and understandable to employees they are trying to lead and motivate. The human touch is a large and significant part of transformational leadership and how it brings workers together for the good of all.

References

Autry, J.A. (2004). The servant leader: How to build a creative team, develop great morale, and improve bottom-line performance. NY: Crown Business.

Church, A.H., & Waclawski, J. (1998). The relationship between individual personality orientation and executive leadership behavior. Journal of Occupational and Organizational Psychology, 71(2), 99-125.

Covey, S. (1989). The seven habits of highly effective people. NY: Simon and Schuster.

Howell, J.M., & Avolio, B.J. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: Key predictors of consolidated-business-unit performance.… READ MORE

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