Leaders Help Themselves And Others To Do The Right Things

Leaders Help Themselves And Others To Do The Right Things They Set Di

Leaders help themselves and others to do the right things. They set direction, build an inspiring vision, and create something new. Leadership is about mapping out where you need to go to "win" as a team or as an organization; and it is dynamic, exciting, and inspiring in nature. Think of a time when you felt powerful and a time when you felt powerless when someone said or did something. How did you feel and or react is important as we learn the process of leadership and utilize the experiences to help us grow as leaders.

Explain what the person said or did in each of the following situations. Tasks: In a minimum of 200 words, post your responses to the following to the Discussion Area: How did being powerful or powerless effect your emotional state, your morale, and your performance? Determine the implications for leaders of making people feel powerful or powerless. Do you agree or disagree with this statement “We become powerful when we give our own power away?†Give a few examples. How can leaders create an environment of trust and facilitate relationships among people in a work team? What can leaders do to show that they can be trustworthy? What can they do to demonstrate that they trust others?

Paper For Above instruction

Leadership is a fundamental aspect of organizational success, deeply rooted in the ability to influence and inspire others while also managing one’s own emotional and psychological state. The dichotomy between feeling powerful and powerless significantly impacts an individual's emotional well-being, morale, and performance, which in turn influences leaders' effectiveness in creating positive work environments. Reflecting on personal experiences and theoretical insights helps elucidate how perceptions of power shape leadership dynamics and organizational culture.

Experiencing a sense of power often invokes feelings of confidence, motivation, and engagement. For example, when a leader delegates responsibilities confidently, team members may feel trusted and valued, which boosts their morale and enhances productivity. Such empowerment encourages initiative and fosters innovation, as team members perceive their contributions as meaningful (Kouzes & Posner, 2017). Conversely, feeling powerless can lead to frustration, disengagement, and decreased performance. For instance, when an employee's ideas are routinely ignored or when a leader micromanages excessively, individuals may feel undervalued and demotivated, which can impair their emotional well-being and hinder overall team performance (Deci & Ryan, 2018).

The implications for leaders are profound. Creating an environment where team members feel powerful involves promoting autonomy, recognizing achievements, and encouraging open communication. Leaders should demonstrate trustworthiness by being consistent, honest, and transparent, thereby building a culture of reliability and integrity (Dirks & Ferrin, 2002). Demonstrating trust in others through empowering decisions and providing support helps foster reciprocal trust, fostering collaboration within teams (Mayer, Davis, & Schoorman, 1995).

The statement “We become powerful when we give our own power away” suggests that true power lies in empowering others. When leaders relinquish control and trust team members' abilities, they create a participative environment that boosts collective efficacy. For example, a leader who delegates meaningful tasks and encourages input from team members demonstrates trust and cultivates a sense of shared ownership, which enhances overall effectiveness (Hackman & Wageman, 2005). By promoting empowerment, leaders facilitate relationships based on mutual respect and trust, which are essential for high-performing teams.

To build trust, leaders must be authentic by consistently demonstrating competence and integrity. They can establish open lines of communication, actively listen, and acknowledge contributions to foster trust and respect (Edmondson, 2018). Moreover, trusting others involves providing opportunities for autonomy and supporting their growth, which signals confidence in their abilities. When leaders show they trust team members and are trustworthy themselves, they create a positive feedback loop that enhances organizational cohesion and drives collective success.

References

• Deci, E. L., & Ryan, R. M. (2018). Self-determination theory: Basic psychological needs in motivation, development, and wellness. Guilford Publications.
• Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611–628.
• Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. Wiley.
• Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30(2), 269–287.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. John Wiley & Sons.
• Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.