Throughout The Course, You Have Learned About The Skills And

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. 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. Explain what type of leader will be most successful emulating your model and why. Describe which of the leadership influence tactics will be most effective for leaders to utilize when applying your model. Describe how situational leadership applies to your model. Explain the barriers and opportunities that may affect the implementation of your leadership model. 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.

Paper For Above instruction

Developing a personal leadership model is an essential undertaking for aspiring leaders aiming to articulate their unique approach to influencing and guiding others within organizational contexts. In this paper, I introduce the "Transformative Empowerment Leadership" (TEL) model, which synthesizes psychological principles, key traits, and behavioral strategies to foster effective leadership tailored for modern dynamic environments.

Key Components of the TEL Model

The foundation of the TEL model rests on psychological theories of motivation and self-efficacy, primarily drawn from Albert Bandura’s social cognitive theory. This model emphasizes the importance of leaders empowering followers through motivation, confidence-building, and adaptive support. Central to the model are components such as emotional intelligence, resilience, authenticity, and transformational communication. These elements create a psychological climate of trust and motivation, fostering a culture of continuous growth.

Traits and Behaviors Core to the TEL Model

The core traits include empathy, integrity, humility, and adaptability. Behaviorally, leaders adopting the TEL model prioritize active listening, empowering others through delegated responsibilities, providing constructive feedback, and demonstrating resilience in challenging situations. These traits and behaviors enable leaders to motivate teams, encourage innovation, and align organizational goals with individual growth aspirations.

Utilization of Traits and Behaviors to Achieve Objectives

Leaders employing the TEL model utilize authenticity and emotional intelligence to foster trust, thus promoting a collaborative environment. By demonstrating resilience and adaptability, they navigate organizational changes effectively. Empowerment through participative decision-making enables followers to develop a sense of ownership, ultimately driving higher performance and goal attainment.

Ideal Leadership Style for Emulating the TEL Model

The most successful leader emulating the TEL model would be transformational and servant-oriented, with a keen focus on developing others. Such leaders are visionaries who foster innovation and inclusion, leveraging emotional intelligence to inspire followers. The model is best suited for leaders in dynamic, innovative industries requiring adaptability and a participative approach.

Effective Leadership Influence Tactics

Based on the TEL model, the most effective influence tactics include inspirational appeals, consultation, and collaborative problem-solving. These tactics align with the empowerment-focused and transformational nature of the model, encouraging followers to internalize organizational goals through shared vision and motivated engagement.

Application of Situational Leadership

Situational leadership applies within the TEL framework by emphasizing leader flexibility based on followers’ readiness levels. Leaders adapt their behaviors—directive or supportive—depending on followers’ competence and confidence, ensuring the model remains responsive and effective across contexts.

Barriers and Opportunities

Potential barriers include organizational resistance to change, lack of psychological safety, or hierarchical rigidity, which may impede authentic empowerment. Opportunities arise through technological advances, diversity initiatives, and training programs that promote psychological safety and participative leadership, facilitating the implementation of the TEL model.

Conclusion

The Transformative Empowerment Leadership model integrates psychological foundations, core traits, and flexible behaviors to cultivate resilient, adaptable, and inspiring leaders. By aligning leadership influence tactics and situational adaptability, this model prepares leaders to meet contemporary organizational challenges and foster sustainable success.

References

• Bass, B. M., & Avolio, B. J. (1994). Transformational Leadership: Industrial, Military, and Educational Impact. Lawrence Erlbaum Associates.
• Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.
• Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson Education.
• Antonakis, J., & House, R. J. (2014). Instrumental Leadership: Measurement and Extension of Transformational–Transactional Leadership Theory. The Leadership Quarterly, 25(4), 746-771.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual (3rd ed.). Mind Garden.
• Kouzes, J. M., & Posner, B. Z. (2017). The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. Jossey-Bass.
• Schein, E. H. (2010). Organizational culture and leadership (4th ed.). Jossey-Bass.
• Hersey, P., & Blanchard, K. H. (1988). Management of Organizational Behavior: Utilizing Human Resources. Prentice Hall.