Throughout The Course, You Have Learned About The Skills

Throughout The Course You Have Learned About The Skills And Theories

Throughout the course, you have learned about the skills and theories of business leadership, and you have examined your personal strengths and weaknesses as a leader. In this final paper, you will apply this knowledge by creating your own personal model of leadership. Address the following when developing your leadership model:  Choose a name for your leadership model, and describe the key components of your model, including the psychological foundations that are the basis of your model. [Course Learning Outcome 1]  Describe the traits and behaviors that are the core of your leadership model, and explain how a leader will utilize these traits and behaviors to achieve organizational objectives. [Course Learning Outcome 6]  Explain what type of leader will be most successful emulating your model and why. [Course Learning Outcome 5]  Describe which of the leadership influence tactics will be most effective for leaders to utilize when applying your model. [Course Learning Outcome 2]  Describe how situational leadership applies to your model. [Course Learning Outcome 3]  Explain the barriers and opportunities that may affect the implementation of your leadership model. [Course Learning Outcome 3] Your final paper should be a minimum of five pages in length, not counting the title and reference pages. Make sure to use the textbook and a minimum of two scholarly references to support your statements. Your final paper, including references and citations, must follow APA style. Daft, R. L. (with Lane, P. G.). (2018). The leadership experience (7th ed.). Boston, MA: Cengage Learning. Chapter 11: Developing Leadership Diversity, pp.

Paper For Above instruction

Developing a personal leadership model requires a comprehensive understanding of both theoretical foundations and practical applications of leadership principles. By synthesizing learned skills, traits, and contextual factors, a personalized leadership framework can guide effective leadership behaviors tailored to specific organizational environments. This paper introduces the "Adaptive Empowerment Leadership Model," a conceptual framework rooted in psychological and behavioral foundations that emphasize adaptability, emotional intelligence, and empowerment as core components.

Name and Key Components of the Leadership Model

The "Adaptive Empowerment Leadership Model" (AELM) centers on the idea that effective leadership must dynamically adapt to evolving organizational needs while empowering followers to realize their potential. The psychological foundations of AELM draw heavily on transformational leadership theories, emotional intelligence, and systems thinking. These foundations emphasize that leaders who are self-aware, adaptable, and empathetic can better motivate and guide their teams.

The primary components of the model include:

• Self-awareness and Emotional Intelligence: Leaders must understand their own strengths and limitations and manage their emotions effectively.
• Adaptability: Leaders should be flexible in their approach, adjusting strategies based on situational demands.
• Empowerment: Fostering an environment where team members are trusted and encouraged to take initiative.
• Communication and Transparency: Open dialogue reinforces trust and clarity.
• Visionary Thinking: Maintaining a strategic outlook that aligns team efforts with organizational goals.

Core Traits and Behaviors and Their Organizational Utility

The core traits of the AELM include resilience, integrity, openness, and humility. These traits underpin behaviors such as active listening, constructive feedback, and inclusive decision-making. For example, resilience enables leaders to navigate organizational challenges without losing focus; integrity builds trust, and humility fosters collaboration.

Leaders utilizing these traits demonstrate behaviors like empowering team members through delegation, encouraging innovation, and recognizing achievements. Such behaviors motivate staff, increase engagement, and help organizations meet strategic objectives through enhanced collaboration and morale.

Ideal Leadership Style for Emulating the Model

The leadership style most suited to exemplify the AELM is transformational leadership combined with servant leadership elements. Transformational leaders inspire followers through vision and motivation, aligning with the model’s emphasis on visionary thinking and empowerment. Servant leadership complements this by prioritizing followers’ development and well-being, thus creating a supportive organizational climate.

This hybrid approach ensures leaders are proactive, adaptable, and empathetic, making them most successful when implementing the AELM, especially in complex or rapidly changing environments.

Effective Influence Tactics for the Model

In applying the AELM, the most effective influence tactics include inspirational appeals, consultation, and collaboration. Inspirational appeals motivate followers by connecting organizational objectives to their personal values, fostering intrinsic motivation. Consultation involves seeking followers’ input in decision-making, reinforcing empowerment and buy-in. Collaboration encourages shared responsibility and teamwork, aligning well with the model’s emphasis on inclusion and collective effort.

Using these tactics helps leaders foster trust and commitment, essential for implementing change and sustaining motivation under the AELM framework.

Application of Situational Leadership

Situational leadership theory posits that effective leaders tailor their style based on followers’ readiness and task complexity. When integrated with the AELM, this flexibility becomes vital. Leaders assess team members’ competence and motivation, adjusting their level of directing, coaching, supporting, or delegating accordingly.

For example, in high-stakes situations, a leader may adopt a more directive approach while still maintaining core traits like openness and authenticity. As followers develop skills and confidence, the leader shifts towards a more delegative style, fostering independence while retaining overall adaptability central to the AELM.

Barriers and Opportunities in Implementing the Model

Potential barriers include resistance to change, organizational inertia, and imperfect self-awareness among leaders. Resistance may stem from fear of losing power or discomfort with transparency, while inertia can hinder adaptation to new leadership paradigms. Additionally, lacking emotional intelligence can impede the model’s effectiveness.

Conversely, opportunities arise from organizational cultures that value innovation, continuous development, and collaboration. Embracing technological tools can facilitate communication and flexibility. Training programs that enhance emotional intelligence and leadership adaptability further support implementation.

Overcoming barriers involves targeted change management strategies, ongoing leader development, and fostering a culture of trust and openness. Cultivating a shared vision and demonstrating the benefits of the model can motivate stakeholders to embrace the new leadership approach.

Conclusion

The Adaptive Empowerment Leadership Model synthesizes key contemporary leadership theories into a flexible, ethical, and empowering framework. Its focus on psychological foundations like emotional intelligence and adaptability makes it suitable for dynamic organizational environments. By understanding core traits, influence tactics, and situational factors, leaders can effectively implement this model, overcoming barriers and seizing opportunities to foster organizational success.

References

• Daft, R. L. (2018). The leadership experience (7th ed.). Cengage Learning.
• Bennis, W. (2009). On becoming a leader. Basic Books.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Northouse, P. G. (2018). Leadership: Theory and practice. Sage publications.
• Yukl, G. (2013). Leadership in organizations. Pearson.
• Antonakis, J., & Day, D. V. (2017). The nature of leadership. Sage Publications.
• Minhas, R. (2016). Leadership influence tactics and effectiveness. Journal of Leadership Studies, 10(3), 45-52.
• Liden, R. C., et al. (2014). Servant leadership: Development of a multidimensional measure and multilevel assessment. Leadership Quarterly, 25(3), 595-616.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Burke, R. J., & Cooper, C. L. (2017). The employee engagement issue: Challenges and opportunities. Journal of Organizational Change Management, 30(4), 567-581.