Select A Leader You Have Known Or Observed Evaluate In What

Select A Leader You Have Known Or Observed Evaluate In What Way He Or

Select a leader you have known or observed. Evaluate in what way he or she did and did not demonstrate the five practices of exemplary leadership as presented by Kouzes and Posner. What was the impact of the leader’s exemplary practices? Next, review Collins’s levels of leadership and identify the probable level of leadership practices by your example. Explain your reasoning by applying course learning. Must be: At required length or longer Written in American English at graduate level Received on or before the deadline Must pass turn it in Written in APA with references

Paper For Above instruction

Introduction

Leadership is a critical component of organizational success, impacting employee motivation, performance, and overall effectiveness. Theories such as Kouzes and Posner's five practices of exemplary leadership and Collins’s levels of leadership provide frameworks to evaluate a leader’s effectiveness. In this paper, I examine the leadership qualities of a leader I have observed closely—my former supervisor at a nonprofit organization—and analyze his actions against these models to understand his leadership style and impact.

Kouzes and Posner’s Five Practices of Exemplary Leadership

Kouzes and Posner (2017) identified five fundamental practices that exemplary leaders consistently demonstrate: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. These practices foster an environment of trust, motivation, and innovation.

1. Modeling the Way

My supervisor exemplified this practice by adhering to high ethical standards and demonstrating a commitment to organizational values. He was punctual, transparent in communication, and accountable for his decisions, setting a behavioral standard for the team.

2. Inspiring a Shared Vision

He articulated a compelling vision for the organization, emphasizing the importance of community service and social impact, which motivated staff and volunteers alike. His enthusiasm and passion inspired others to work toward common goals.

3. Challenging the Process

While generally open to innovation, there were instances where resistance to change limited his ability to challenge the current practices actively. However, he occasionally encouraged new approaches during team meetings.

4. Enabling Others to Act

He delegated responsibilities with trust and provided autonomy, which empowered team members. He invested in training and development, fostering confidence and competence among staff.

5. Encouraging the Heart

Recognizing individual contributions regularly and celebrating team successes boosted morale, reinforcing a culture of appreciation.

Despite his strengths, he sometimes hesitated to challenge the status quo aggressively or push for bold innovations due to risk aversion, which limited some potential growth avenues.

Impact of Leadership Practices

The leader’s consistent demonstration of these practices cultivated a positive work environment characterized by trust, commitment, and shared purpose. Team members reported increased motivation and engagement, improved collaboration, and a collective sense of ownership of the organization’s mission. His practices enhanced organizational stability and contributed to achieving strategic goals, although limited innovation was a shortcoming.

Collins’s Levels of Leadership

Jim Collins (2001) proposed a hierarchy of leadership levels: Level 1 (Position), Level 2 (Permission), Level 3 (Production), Level 4 (People Development), and Level 5 (Pinnacle). Analyzing the leader’s traits:

- Level 1 (Position): His influence was more extensive than mere authority; he earned respect through his actions.

- Level 2 (Permission): He built strong relationships, gaining trust and loyalty from team members.

- Level 3 (Production): His ability to meet organizational goals and deliver results evidenced Level 3 practices.

- Level 4 (People Development): His focus on staff growth and empowerment reflects this level.

- Level 5 (Pinnacle): While inspiring, he did not possess the solitary humility or fierce resolve characteristic of Level 5 leaders.

Based on these observations, I classify his leadership predominantly at Level 4—People Development—due to his emphasis on team growth and relationship building, with some traits of Level 3.

Application of Course Learning

This assessment aligns with course theories emphasizing transformational leadership qualities—such as inspiring a shared vision, empowering others, and promoting integrity (Bass & Avolio, 1994). The leader's practices fostered intrinsic motivation, a hallmark of transformational leadership, which correlates with high organizational performance (Kirkman & Shapiro, 2001). Furthermore, his tendency toward relationship building resonates with servant leadership principles, emphasizing the leader's role in serving and developing followers (Greenleaf, 1977).

He demonstrated ethical leadership, adhering to core values, and promoted a positive organizational culture. However, his risk aversion limited bold innovation, a tension highlighted in contemporary leadership debates about balancing stability and change (Heifetz & Laurie, 1997). Recognizing these strengths and limitations helps in understanding how influence levels develop and how leadership practices can be refined for greater impact.

Conclusion

The analyzed leader exemplified many aspects of Kouzes and Posner’s five practices, fostering motivation, trust, and organizational commitment. His influence aligns closely with Collins’s Level 4 (People Development), emphasizing the importance of nurturing talent and building relationships. Applying course theories underscores the significance of ethical, transformational, and servant leadership traits in effective leadership. Developing an awareness of these dimensions can guide leaders toward higher levels of influence, ultimately contributing to organizational excellence and societal benefit.

References

• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage publications.
• Collins, J. (2001). Good to Great: Why some companies make the leap…and others don’t. HarperBusiness.
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
• Heifetz, R., & Laurie, D. (1997). The work of leadership. Harvard Business Review, 75(1), 124-134.
• Kirkman, B. L., & Shapiro, D. L. (2001). The impact of team empowerment on virtual team performance: The role of communication, cohesion, and trust. Leadership Quarterly, 12(2), 219-246.
• Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make extraordinary things happen in organizations. John Wiley & Sons.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization. Doubleday/Currency.
• Yukl, G. (2012). Leadership in organizations (8th ed.). Pearson.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.