Write A Profile Of A Leader You Know Preferably

Write A Profile Of A Leader You Know Preferably This Is Someone In M

Write a profile of a leader you know. Preferably, this is someone in management where you work — or where you once worked. If you don't know such a leader, write about some other leader you know who leads an organization such as a school, church, service club, Girl or Boy Scouts, or local National Guard. Your profile should include the following: introductory description of the leader, an example of the leader in action, an analysis of the leader in terms of one of the theories discussed in your textbook. Take notes on the various leadership traits and then select one or two to develop in your profile. Based on your notes and analysis, finish writing the profile. Your submission should be 1-3 pages. Be sure to use proper spelling, punctuation, and grammar and cite your sources per APA.

Paper For Above instruction

Leadership is a fundamental aspect of organizational success and personal influence within various contexts. In this profile, I will examine Jane Doe, a manager at XYZ Corporation, highlighting her leadership qualities through an example in action and analyzing her style using Transformational Leadership Theory, a prominent framework discussed in leadership textbooks.

Jane Doe has been a manager at XYZ Corporation for over five years. She is well-respected by her team for her integrity, strategic thinking, and empathetic communication. Jane embodies a leadership style that motivates her team not just through authority but through inspiring shared goals and fostering individual development. An example of her leadership in action occurred during a critical project deadline when her team faced unforeseen challenges. Recognizing the team's stress, Jane initiated daily briefings to keep everyone informed and motivated, redistributed workload reasonably, and personally mentored junior team members through problem-solving sessions. Her proactive and compassionate approach resulted in the successful completion of the project ahead of schedule, earning commendation from higher management.

Analyzing Jane's leadership style through the lens of Transformational Leadership Theory reveals several key traits. Transformational leaders inspire followers to exceed expectations by elevating their motivation, morale, and performance (Bass & Riggio, 2006). Jane exemplifies these traits through her ability to inspire her team, communicate a compelling vision, and foster a supportive environment. She demonstrates individualized consideration by mentoring team members, intellectual stimulation by encouraging creative problem-solving, and idealized influence by acting as a role model of integrity. These traits collectively foster a high level of engagement and loyalty among her team members, thus aligning with the core principles of transformational leadership.

Furthermore, Jane’s capacity to instill a shared vision and her commitment to her team's growth resonate with Burns' (1978) definition of transformational leadership as a process that changes both leaders and followers. Her emphasis on open communication and personal development motivates her team to perform beyond routine expectations and contribute innovatively to organizational goals. Her leadership style not only achieves immediate project success but also develops a resilient and motivated team capable of facing future challenges.

In conclusion, Jane Doe exemplifies transformational leadership within her management role. Her ability to inspire, support, and challenge her team has positively impacted organizational performance and employee morale. This profile underscores the importance of adaptive, inspiring leadership styles in modern workplaces and highlights how transformational traits are instrumental in fostering effective and sustainable leadership.

References

• Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Antonakis, J., & House, R. J. (2014). Instruments of leadership: A new era in leadership research. Journal of Leadership & Organizational Studies, 21(1), 1-4.
• Yukl, G. (2012). Leadership in Organizations (8th ed.). Pearson.
• Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90.
• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
• Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768.
• Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259-298.
• McGregor, D. (1960). The human side of enterprise. McGraw-Hill.