Courage – shows a lot of connection to self and shares personal information

Grace Gerber’s openness to share herself with the world is refreshing to read. She encourages me to share more about my personal experiences and opinions on my blog as a result.

Coherence – the site has a consistency in the theme and “voice”

Anna Nelson’s organization is clear and her strong voice is represented throughout her blog. It seems as though her leadership beliefs get more coherent with every post.

Crafty – the site is visually appealing

Matthew Sutton’s visual presentation is the best out of all the blogs I read! I hope by the end of the semester mine can have half the creativity as his has now.

Clever – the site kept my interest with cleverness or humor

Juliana Meda’s humor and introduction of each post is inspiring. Her light heartedness and unique approach keeps the reader’s attention to learn more.

In Jim Collins book, “Good to Great” he describes the level 5 leader as someone who practices humility everyday in his/her leadership practices through ambition, passion, honor and love for the company and his/her employees. This thought alone explains that level five leaders use situational leadership theory everyday in order to continue to practice their humility and stoic leadership. For example, Jim Collins uses the example of Abraham Lincoln when he receives the battle report from the battle of Antietam to explain the epitome of level five leadership; Abraham Lincoln is receiving the news that 7,000 men of the north and south have been killed. At this point, this was the largest single casualty day in the Civil War. Little did we know that this was later going to be considered a small number of deaths compared to what was to come in the battles after. Lincoln knows if he persists hundreds of thousands of soldiers will continue to die. He also knows all he has to do is let the South go to keep from American people dying however, his decisions are not based on the current problems but instead based on what will be best for the nation’s future. As Jim Collins says, Lincoln “getting the battle report from Antietam” and not flinching is the epitome of level 5 leadership; continuing to persist, with his passion for the betterment of our nation on the forefront of his mind.

This example proves that level five leaders endure challenges that are probably incomprehensible to most of the decisions most of us will ever need to make in our lives however, these leaders bestow the experiences, qualities, passion, and understanding needed in order to make the necessary decisions. When thinking about level five leadership and this example that Jim Collins describes of Abraham Lincoln, it allows the reader to understand that great level five leaders use situational leadership in order to effectively lead. There is no possible way that there could be a black and white answer for how Lincoln could have reacted, nor specific qualities that we could have said that he needed to have in order to make the decisions he made. It was purely on the situation, his leadership, and the readiness of the teams that followed him that allowed his decisions to be noted in history.

In an example from the leader perspective, there is an employee who has worked at a high-end spa for over nine years and has held many different positions at the spa based on what they have needed over the years. This person knows the ins and outs of the business, understands the staff, and has good relationships with the clients and the other departments of the hotel. This employee enjoys taking on more responsibility however does not want to promote in fear of the longer hours and being taken off the tip pull. A new manager has started working and needs help with inventory and some smaller administrative tasks that will be vital in understanding what shape the business is in. This manager wants to ask for help from this employee but does not want the employee to feel belittled by the tasks needed to be done. What should the manager do?

For this example, according to Blanchard’s Situational Leadership theory, the best contingency theory the manager could carry out would be low directive and low supportive behavior. This situation suggests it is best for a highly competent, and highly committed individual where it would be best for the manager to delegate all the responsibilities that they need help with to this individual and allow them to decide how they want to handle it. This delegation of tasks would allow the manager to get their answers while receiving reliable information from a valued employee. The employee would also feel appreciated because they would feel empowered and trusted to complete these tasks, also feeling gratified that a new manager respects them enough to handle these tasks for them. I would consider by matching this situation with this developed individual it would produce a positive outcome for both parties.

It’s amazing to think how leadership theories have come so far in explaining the many ways leadership is understood and implemented. For example, take the theories we have discussed thus far in class. We understand the trait theory was the first to take on the responsibility of trying to understand what makes a great leader. Researchers at the time reverted to what they understood; that leadership was inherently passed down and that men of noble blood usually carried those specific genes to become leaders. As we know, this trait based theory is outdated but was a critical starting point in the discussion of leadership theories.

Comparing trait based leadership to task and relations behavior shows the momentum leadership theory has made forward. Comparing instead of traits but the way people prefer to work together is a monumental change in thinking how leadership can be developed and grown. In task and relations behavior theory there is still the underlying nature quality of being born with preferring task oriented or relations oriented behavior however, these categories serve as just differences, as oppose to one being better than the other. For example, relations behavior would show a leader providing recognition for achievement or contributions from employees where as a task oriented leader would focus on monitoring operations and performance of the employees to then reward them. These different behavior theories are only two of the many that a leader could use to effectively manage a team.

Another theory we have discussed that furthers the discussion of leadership theories is the contingency theory. This theory describes the best ways a manager should act based on the situation the employee and leader are in. This theory is most effective when understanding the readiness of the follower. Understanding the four different situations a follower can be in will allow the leader to be most effective. The four different situations are based on the competence and commitment level of the employees and based on how they are reacting tells the manager how best to motivate them.

These theories are broadening my knowledge of leadership and are helping me define the leader I aspire to be some day. Learning about these theories allow me to appreciate how far leadership theories have come and understand that effective leadership styles cannot be simply defined by one theory or category. Good leaders can have multiple theories they base their management style around and use effectively every day.

The major problem thus far in leadership theory is that researchers cannot agree which specific behavior category is the absolute best for leaders. I personally believe there will never be a black and white picture of how a great leader should act, think, and respond to situations however, both level five leadership and the article, “A Hierarchial Taxonomy of Leadership Behavior” written by Gary Yukl, Angela Gordon, and Tom Taber show similarities in behaviors and successful factors great leaders should have.

The hierarchical Taxonomy of Leadership Behavior is built on three behavior theories: Task Behavior, Relations Behavior, and Change Behavior. One similarity I found in both articles is that every behavior discussed is observable and applicable to all types of leaders. First, task Behavior describes leaders actions associated with task related behaviors, short-term planning, monitoring operations, clarifying responsibilities and performance objectives. Secondly, relations behavior is involved with creating a foundation for leaders to grow relationships with their teams. These behaviors include providing support, encouragement, recognition of employees’ achievements, developing members of the team, and empowering the individuals to make their own decisions. The last behavior analyzed in Yukl’s article is Change Behavior; which examines the external environment, taking personal risks, and encouraging of innovative thinking and strategies.

Level 5 leadership came about when Jim Collins was researching what exactly makes a great company in 1996. He found that of the companies he studied, eleven had truly great leaders. These “level five” leaders had all had five leaders Collins felt were vital in order to make a successful company into a legendary company. Level one describes the “Highly Capable Individual” who contributes high quality work, has the necessary skills to do a good job and the necessary knowledge and talent. Level two discusses the “Contributing Team Member” who works well with others in a group, can effectively towards a common goal and actively contribute to a team’s success. Next, level three analyzes the “Competent Manager” who is able to organize a team in order to reach specific goals and objectives. Level four describes the “Effective Leader” who is able to inspire a team or department to achieve a vision and meet performance objectives. Lastly, when a leader reaches level five, Collins states they have reached the “Great Leader” pinnacle. This leader has the previous four levels as well as humility which Collins believes is critical in order to be a great leader.

Bar rescue is a reality TV show where bars in risk of going out of business are interrupted by a “rescue team” made up of industry professionals who implement action plans to save the establishments. What makes the show interesting are a few factors; first, how the rescue team communicates the goals to the owners and staff, two, how the owners and staff react, and lastly, if the action plan is enough to save the bar. The episode I chose to watch was about a bar in Tennessee that needed severe help financially. The owners were over $200,000.00 in debt and ran the bar under a B.Y.O.B (bring your own beer/alcohol) standard. This mind-set without regulation was losing the bar thousands of dollars every month.

In the beginning of the episode, the leader of the rescue team Jon, begins with a path/goal theory style of leadership where his focus is all about getting to the end goal of turning around the bar. Jon’s leadership role in the beginning with Tracy and the staff, is a directive path style of showing them exactly what they need to create a following and profits for the bar, for example, when he tells the staff exactly what they need to change in their every day processes of serving their customers and maintaining the bar, Jon gives the bartenders training on how to avoid over pouring their drinks and how to be more efficient when serving the customers. Another directive path example, is when he tells Tracy, the owner, not to give away matches with the bar’s name on it because of potential liability for the bar if one of it’s patrons get in an accident. After the staff begins changing their behavior he begins to clarify why the changes he implemented are important for the success of the team. This explanation of the goals allows the owners and staff to understand why the processes are being changed and how it will help the business. After implementing the changes, the staff begins to enter into phase two of the LMX theory when the bar re-opens to the public. In this stage, the staff begins testing Jon’s boundaries with fading in and out between their old habits and new processes. This fading creates friction between the rescue team and the owners, causing the rescue team to return to the directive style of ordering the staff what they need to do and reminding them if they do not change their behavior the business will not last. By the end of the episode, the rescue team enter into the phase three of the LMX theory in a partnership, where the staff and owners see that the rescue team has their best interest in mind and they begin working together for the betterment of the team and the business.

While watching the episode and identifying the different leadership behaviors used to motivate and lead the team, I realized that the leadership styles change constantly based on the understanding and motivations of the group. Jon adapted his styles and theories based on who he was speaking with and what the end goal was at the time.

Quote:

“I don’t count my sit-ups. I only start counting when it starts hurting. That is when I start counting, because then it really counts. That’s what makes you a champion.”

Lesson:

The victories only truly count when they take the most effort. Push yourself by celebrating the ones that made you work for it.

Trait based theory and great man theory have become outdated in their thought processes. These theories were founded years ago in hopes to theoretically pinpoint specific traits great leaders had or needed to have in order to be effective. These researchers discovered and are still learning today that there is not one specific combination of traits that an effective leader has or needs to have in order to be successful.

Great man theory is the idea that started when men who were nobility became leaders purely because they were born into the position. In the article, “ Leadership: do traits matter?” Kirkpatrick and Locke define Great Man leadership as “leadership qualities that were inherited, especially by people from the upper class.” These upper class men did not have specific traits, qualities, or action logic to prove they were meant to be in a leadership position but instead whom their families were decided if they were fit for the position. Furthermore, women at this time did not hold leadership positions allowing the “great men” to take over. Trait based theory is similar to great man theory because of the common belief that you inherited the traits. In the common example of nature vs. nurture, great man theory and trait-based theory are perfect examples of nature because of how they are decided based on their bloodline and no skill or performance are needed to be awarded the position.

In my opinion there are no pros of either theory, only cons. I find that thinking that leadership is innate is unrealistic. Leadership is grown through experiences, and validated through learning. Leadership is not something we inherit from our families but molded into us through situations, education, relationships, motivations, and opportunities.

From the article, “Leadership: do traits matter,” by Shelley Kirkpatrick and Edwin Locke, six main traits were discussed which leaders from non-leaders have; drive, desire to lead, honesty/integrity, self-confidence, cognitive ability, and knowledge of the business. From these six traits, I believe the two traits a leader needs the most are knowledge of the industry and the drive to succeed.

Knowledge of the business is a very important trait for an effective leader because without experience or know how, how would one expect for anyone to follow, respect, or listen to a person in a leadership role. Without understanding the ins and outs of a business how could a leader really lead and manage a group of people in succeeding their goals. A leader who has in-depth knowledge of the business will be able to make the necessary industry decisions and understand the implications and outcomes of those decisions. Drive is also an important trait because without drive a leader lacks the determination, perseverance, and tenacity to reach their goals. A quote from the article explains it best; “it is not just the direction of action that counts, but sticking to the direction chosen.” Without drive to push through obstacles, a leader will not be a successful motivator for the team.

In conclusion, great traits are wonderful to have in a leader but it takes action to put those traits into good use.

I feel as though compassion and understanding are an afterthought when thinking about leadership today. There is a long list of values and characteristics that are vital to become a successful leader and everyone’s opinions on which are most important to master vary based on their personal morals and vision of who they want to be however, in order to be an effective leader in any industry compassion should never be last on the list. I am new to the business world, starting early in my career and see many opportunities to focus on employees as people instead of as another cost effecting the bottom line. I understand that business is business and not personal although in order for businesses to succeed in longevity our leaders should focus as much attention to its investment of people as its financials.

As mentioned previously, I am young in my career only experiencing the business world for the past few years but every day I am seeing a clearer vision of the leader I will become. There are many values I aspire to hold but three I know I will have are compassion, honesty, and perseverance. Every leader should care for their team and show understanding when mistakes happen; without compassion a team can not function effectively. Honesty without saying is a critical value to have when being in a leadership position. It is unsettling to see so many leaders today who are publicly accused for being dishonest in handling their business financials or in their personal lives. Bottom line is no one will respect a dishonest person and a leader must have respect in order to effectively lead. Lastly, adversity is an everyday occurrence in a leader’s world and a team will only follow a leader who dedicates themselves to work through it. With perseverance comes sacrifices and a leader who endures hardship for the betterment of their community is someone who will be unavoidably supported. These values are the first of many that I will practice everyday when guiding my future employees.

Definition of value:

val·ue/ˈvalyo͞o/