Learning Activity 1: The Perspective Of The Leader In The 21

Learning Activity 1the Perspective Of The Leader In The 21st characters

Learning Activity #1 focuses on understanding the evolving role of leadership in the 21st century. It emphasizes the importance of developing adaptable leadership styles that inspire people across different organizational levels and fit the changing dynamics of modern organizations. Leaders are encouraged to evaluate their current leadership style, as measured by the Kent article assessment, and analyze how their style aligns with the successful characteristics of 21st-century leadership. The activity also involves assessing how these styles perform in various situations and considering modifications or alternative approaches for instances where the current style may not be effective, such as adjusting leadership strategies or delegating responsibilities.

Learning Activity #2 presents a practical scenario wherein the student acts as a small business owner expanding their logistics department. The task involves identifying essential characteristics for a new manager who will lead a newly created team focused on international shipping, ensuring seamless coordination with existing managers Joan and Fritz. The activity requires outlining the qualities that make a successful 21st-century manager and leader, emphasizing collaboration, adaptability, and international expertise. Additionally, it involves analyzing how these roles and characteristics differ and intersect, emphasizing effective teamwork and leadership in a fast-paced, globally connected business environment.

Paper For Above instruction

In the era of the 21st century, leadership has undergone significant transformation, driven by globalization, technological advancements, and the dynamic nature of organizational environments. The contemporary leader must not only inspire and motivate but also demonstrate adaptability, emotional intelligence, and strategic vision to succeed amid rapid change and complexity. This evolution underscores the importance of developing flexible leadership styles that resonate across various levels and situations within organizations. A comprehensive understanding of these qualities, coupled with self-assessment and contextual awareness, forms the foundation for effective 21st-century leadership.

The leadership style assessment from the Kent article provides valuable insights into personal leadership tendencies. My results indicate a score of 26 in Authoritarian and Procedural styles, 36 in Laissez-Faire and Transformational styles, and 43 in Participative style, with a self-assessment as a Situational leader. These results suggest a predominantly participative approach, characterized by inclusiveness and collaboration—traits highly valued in modern leadership. The transformational style, emphasizing inspiring and motivating followers toward a shared vision, also aligns closely with successful 21st-century leadership characteristics. Conversely, the authoritarian and procedural styles, which tend to be more rigid and command-driven, may require adaptation to fit the contemporary context that favors empowerment and innovation.

Evaluating these results within the framework of current leadership theories reveals that successful 21st-century leaders leverage a mix of transformational and participative styles to foster engagement, innovation, and agility. For example, Goleman (2000) highlighted emotional intelligence as crucial for effective leadership, promoting self-awareness and social skills necessary for inspiring teams. Similarly, Northouse (2018) advocates for adaptive leadership, which involves adjusting one's style to suit the needs of followers and situational demands. Given my predominant participative style, I generally support shared decision-making and team involvement, facilitating collaboration and commitment. However, in some cases—such as urgent decision-making or crisis management—more directive approaches might be necessary.

When considering specific situations, my style works best in environments that require collaboration, consensus-building, and long-term strategic planning. For instance, when managing innovation projects or team development initiatives, involving team members in decision-making fosters ownership and creativity. On the other hand, my participative style might be less effective in crisis situations requiring rapid response, where a more authoritative or directive leadership style could be more appropriate. In such cases, I would delegate decision-making to trusted subordinate leaders or temporarily adopt a more authoritative approach to ensure swift action, then transition back to a participative style once stability is restored.

To improve or adapt my leadership style for situations where participation may fall short, I could develop competence in situational leadership, as proposed by Hersey and Blanchard (1988). This approach advocates adjusting leadership behaviors—directive or supportive—based on follower maturity and task urgency. For example, in high-pressure scenarios demanding quick decisions, I would temporarily adopt a more authoritative approach and then revert to a participative style to engage the team in reflective learning. Additionally, enhancing my emotional intelligence would enable me to better read team dynamics and adapt communication and leadership behaviors accordingly.

The second activity exemplifies the qualities essential for a successful manager overseeing international logistics operations. An effective manager in this context should possess characteristics such as cultural intelligence, excellent communication skills, adaptability, and strategic thinking. Cultural intelligence (Earley & Mosakowski, 2004) is critical for managing diverse international teams and navigating different customs and business practices. Strong communication skills are necessary to ensure clarity and coordination across departments and borders. Adaptability allows the manager to respond effectively to unpredictable cross-cultural issues or logistical challenges. Strategic thinking ensures alignment of department goals with broader organizational objectives and technological capabilities.

The new manager must embody the characteristics of a transformational leader—motivating and inspiring the team toward shared goals—while also possessing pragmatic managerial skills like project management and conflict resolution. The role requires fostering collaboration and trust, especially as the team integrates with existing managers Joan and Fritz, who excel at different aspects of order fulfillment. The manager should also demonstrate emotional intelligence, understanding the emotional and cultural nuances of team members, and motivating them to work cohesively. In contrast, the owners or executives tend to focus more on strategic direction and resource allocation, defining the vision and overarching goals. The manager acts as a bridge between strategic leadership and operational execution, translating organizational objectives into team actions.

In the context of 21st-century leadership, these characteristics align with the trend toward adaptive, emotionally intelligent leaders who prioritize collaboration, cultural awareness, and innovation. Leaders today must foster engagement, leverage diversity, and facilitate cross-cultural teamwork to thrive in global markets. These qualities influence how managers work together; successful teams are characterized by open communication, shared accountability, and mutual respect. While owners or top-level leaders set the vision and strategic goals, managers focus on operational excellence and team cohesion, working together to realize organizational success. The harmony between strategic leadership and operational management hinges on clear communication, mutual understanding, and adaptable leadership behaviors, especially in complex international environments.

References

• Earley, P. C., & Mosakowski, E. (2004). Cultural intelligence. Harvard Business Review, 82(10), 139-146.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Hersey, P., & Blanchard, K. H. (1988). Management of organizational behavior: Utilizing human resources. Prentice Hall.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.
• Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership (2nd ed.). Sage Publications.
• Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.
• Mayer, J. D., Salovey, P., & Caruso, D. R. (2004). Emotional Intelligence: Theory, findings, and implications. Psychological Inquiry, 15(3), 197–215.