Effective leaders apply various leadership tactics depending upon the contexts in which they find themselves. Consider the leadership tactics, traits, or models you find yourself drawn to as a leader. Discuss what elements you are drawn to regarding these particular tactics, traits, or models, including how they interconnect with your own personal, moral, ethical, or religious beliefs. Additionally, discuss whether you believe personal, moral, ethical, or religious beliefs of leaders can interfere with their ability to effectively lead and provide specific examples to support your reasoning.
Individualized Consideration: This element focuses on treating each follower as an individual with unique needs and potential. It involves listening actively, mentoring, and providing support for personal and professional development. This resonates deeply with my ethical belief in the inherent worth of every individual.
These elements are interconnected with my own personal, moral, and ethical beliefs in several ways. My personal ethics are rooted in the idea of service to others and fostering a community where everyone can thrive. Transformational leadership provides a framework for doing this in a professional context. The emphasis on inspiration and empowerment aligns with my belief that true growth comes from within and that my role as a leader is to facilitate that growth, not to dictate it. My moral compass is guided by principles of honesty, fairness, and accountability, which are all central to the idealized influence component of the model.
However, I also believe that a leader's personal, moral, ethical, or religious beliefs can indeed interfere with their ability to effectively lead, especially when those beliefs are rigid, dogmatic, or are imposed on followers without regard for their own values.
Examples of How Personal Beliefs Can Interfere with Leadership
Discrimination and Exclusion: A leader's personal or religious beliefs can lead to exclusionary practices. For example, a business owner with a strong religious belief that disapproves of a certain lifestyle might refuse to hire or promote individuals from that group. This not only creates a toxic work environment but also limits the talent pool, undermining the organization's effectiveness and violating principles of fairness. Such actions would directly conflict with the ethical principle of treating all individuals with respect and dignity, a core tenet of effective leadership.
Inflexibility and Resistance to Change: A leader's deeply held personal or ethical beliefs can make them resistant to new ideas or changes that challenge their worldview. For example, a CEO who holds a strong moral belief in a traditional, top-down hierarchy might resist implementing a more collaborative, democratic leadership style, even if data suggests it would improve employee engagement and innovation. This unwillingness to adapt can stifle creativity and prevent the organization from responding effectively to a changing market.
As a leader, I am particularly drawn to the transformational leadership model. This model emphasizes inspiring and motivating followers to achieve extraordinary outcomes and personal growth. Instead of relying on a system of rewards and punishments, a transformational leader creates a vision, fosters a sense of purpose, and empowers others to exceed their own expectations. The core elements I am drawn to are:
Inspirational Motivation: I believe that people are most effective when they feel a sense of purpose beyond a simple task. This element of the model involves creating a compelling vision that resonates with and inspires others. It's about helping people see the "why" behind their work, not just the "what."
Idealized Influence: A transformational leader acts as a role model. This means living up to a high standard of integrity and ethics. I am drawn to this because it aligns with my personal belief that leadership is not just about what you do, but who you are. Credibility is built through consistent, principled action.