Leader Interview Presentation 600 Week 7 Assignment

Leader Interview Presentationolcu 600 Week 7 Assignment And Rubric

The textbook and articles we’ve read during OLCU 600 have done an excellent job of describing theoretical approaches to leadership, but there can be a gap between theory and the actual practice of leadership. The purpose of this assignment is to provide you with an opportunity to examine leadership in the real world by interviewing a leader who exemplifies outstanding leadership, and compare real-world practices to the theoretical concepts.

Your selected leader may by a personal or professional contact who has a formal leadership position or leads informally without position power. The interview will consist of four questions:

• How do you define leadership, and what makes one an effective leader?
• Do you make a distinction between management and leadership? If so, what is it?
• What do you think is the role of the follower?
• What are the significant challenges facing leaders of the future?

The presentation should introduce the leader briefly, summarize responses linking to course concepts when possible, and conclude with 2–3 insights or lessons learned about leadership. The slides should not exceed eight (excluding title and references).

Paper For Above instruction

Leadership remains a central theme in organizational studies and practical leadership application. To understand how leadership theories translate into practice, conducting an interview with a prominent leader offers invaluable insights. This paper explores such an interview, examining the leader’s perspectives on leadership definitions, the distinction between management and leadership, the role of followers, challenges facing future leaders, and lessons learned—linking these points to established course concepts.

Introduction

The leader selected for this interview is a senior manager within a multinational corporation, responsible for strategic decision-making and team leadership. This role entails overseeing diverse teams, managing significant projects, and driving organizational change. By exploring this leader's insights, we can compare practical approaches to leadership with theoretical frameworks discussed in the course, such as transformational and servant leadership, authentic leadership, and emotional intelligence.

Definition of Leadership and Characteristics of Effective Leaders

The leader defines leadership as the ability to influence others toward achieving shared goals, emphasizing authenticity, integrity, and the capacity to inspire. They highlight that effective leaders demonstrate emotional intelligence, adaptability, and strong communication skills—aligning with Goleman’s (1998) model of emotional intelligence as crucial for leadership. Such attributes promote trust and motivation among followers, confirming theories that effective leadership leverages interpersonal skills alongside task management. The leader also notes that authentic leadership, characterized by self-awareness and transparency, fosters stronger follower engagement, supporting Avolio and Gardner’s (2005) framework.

Distinction Between Management and Leadership

The leader explicitly distinguishes management as administrative and focused on processes, scheduling, and control, while leadership involves setting vision, motivating, and inspiring teams. They relate this to Kotter’s (1991) view, where management ensures stability and order, whereas leadership drives change and innovation. This distinction underscores that although overlapping, both roles are vital; effective organizational functioning requires proficient management complemented by visionary leadership. The leader emphasizes that individuals often perform both roles, but clarity of one’s focus enhances effectiveness.

Role of the Follower

The leader perceives followers as active participants rather than passive recipients. They advocate for empowering followers through shared responsibility and fostering a participative environment. This perspective aligns with transformational leadership theory, which emphasizes the co-creation of vision and the importance of follower development (Bass & Avolio, 1994). The leader believes followers contribute ideas, challenge assumptions, and drive innovation, working collaboratively with leaders to achieve organizational goals. This approach underscores the evolving view of followers as partners in leadership, not merely subordinates.

Challenges Facing Future Leaders

The leader highlights several anticipated challenges, including navigating rapid technological change, managing a diverse and globally dispersed workforce, and maintaining ethical standards amidst complex stakeholder expectations. They advise future leaders to develop flexibility, continuous learning skills, and cultural competence. Furthermore, they stress the importance of ethical leadership, especially in situations where misinformation or bending rules might be tempting. These points connect with Ciulla’s (2004) discussion on ethical leadership amidst societal temptations and complexities. The leader’s proactive approach to continuous development and ethical grounding is pivotal for future success.

Insights Gained and Lessons Learned

From this interview, three key insights emerge: First, authentic and emotionally intelligent leadership creates a foundation of trust essential for effective influence. Second, distinguishing leadership from management clarifies roles, enhancing organizational efficacy. Third, ethical considerations and adaptability are critical competencies for future leaders facing complex global challenges. These lessons align with course concepts such as transformational leadership, emotional intelligence, and ethical decision-making, reaffirming their practical relevance.

Conclusion

This exploration underscores that effective leadership intertwines theory with practice. The interviewed leader exemplifies qualities aligned with scholarly frameworks, emphasizing authenticity, emotional intelligence, and ethical integrity. Future leaders must navigate an increasingly complex environment with adaptability, cultural awareness, and a commitment to shared values. The practical insights underscore the importance of continuous personal development and authentic leadership principles in fostering organizational success.

References

• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Ciulla, J. B. (2004). Ethics and leadership effectiveness. The Nature of Leadership, 302–321.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Kotter, J. P. (1991). What leaders really do. Harvard Business Review, 69(11), 103–111.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Robinson, S., & Judge, T. (2019). Organizational Behavior (18th ed.). Pearson.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Schacter, B. (2016). The new leadership challenge: Leading in a complex world. Organizational Dynamics, 45(4), 294–300.
• George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. Jossey-Bass.