Leadership Style Essay

Effective attr doingship is contingent on matching a attracters bearing to a consideration that suffers (Northo subprogram, 2007). According to Fiedlers calamity Theory, attractors styles be operationalized primarily on two ends of a spectrum, they are characterized as task motivated, or relationship motivated (Northouse, 2007). I gestate in the adage that practice machinates perfect. In this paper, I impart disembodied spirit into an alternative way for leaders to lead when they find themselves situated in an unfavorable blank space.In the case of leading an administrator, manager, or supervisor should use a broody heedful praxis to improve their capacity to make decisions that leave behind achieve optimal outcomes from the organizations they lead in all situations, curiously unfavorable ones. Fiedlers research demonstrates, in essence, if you dont fit the team mold, you are unfit to lead the team. The contingency model asserts that leadership styles support b e gauged by the Least Preferred Co pastureer (LPC) graduated table. This model posits leadership styles on a spectrum ranging from task motivated, low LPC, or relationship motivated, higher(prenominal) LPC.The contingency aspect ties the leadership styles to situational variables of the organization. The situational variables embroil leader-member relations, task structure and positional indicant (Northouse, 2007). Leader-member relations are characterized as good or miserable depending on feelings found in the group atmosphere, relationships and trust. Although there is no scale for the task structure, the situational variable in the model, there is a clear interpretation of the term. The variable is operationalized by high structure and low structure.Position power is characterized by the authority a leader has to deliver the proverbial cultivated carrot or the stick, i. e. rewards and punishments (Northouse, 2007). Fiedler has an down the stairsstanding of why leaders in t he wrong setting are in impressive (Northouse, 2007). The correlation between the leaders LPC chalk up and the group or organizations performance depended (or was contingent) on the story to which the leadership situation was favorable(Fiedler, 1995). A leader in an awkward and unfitting situation experiences stress and anxiety (Northouse, 2007).A leader under stress is liable(predicate) to exhibit inappropriate behaviors and revert to less fester ways of coping that were learned in early scramment (Northouse, 2007). The leaders less appropriate behaviors and decisions result in negative work outcomes (Northouse, 2007). This may be true in most situations however, with our proposed alternative model, the M Model (M2), leaders can be taught how to transform their leadership style so that it transforms scurvy situations into good situations with successful outcomes. Hackman and Wagemann (2007) believe it is essential that we pull in how to help leaders learn.Leaders can become even much effective if they are able to learn from their experience, both successes and failures without assigning baffle to something or someone out of their control (Hackman and Wagemann, 2007). The M2 posits a leader attainment schema grounded in metacognition and heedfulness. Cognitive psychologists use the term metacognition to describe our ability to assess our own skills, noesis, or learning (Lang, 2012). Chew describes metacognition as a persons awareness of his or her own level of noesis and thought processes (Lang, 2012).As stated by Kruger and Dunning, those with limited knowledge in a domain suffer a dual burden non only do they reach mistaken conclusions and make regrettable errors, only their incompetence robs them of the ability to realize it (Krugger, Dunning, 1999). The M2 way is to practice metacognition as it relates to leadership skills and behaviors. M2 practitioners develop a practical understanding of their leadership abilities in assorted settings an d they use their metacognitive awareness to improve their leadership skills in various situations.The otherwisewise half of the M2 way is for the leader to be fully aware of their actions and the likely outcomes. This strategy is met by improving ones mindfulness. Put simply, mindfulness practice is being aware of what is, what is happening now in the familiarise moment (Bing, 2012). Goldman (2010) uses a rendering of mindfulness from Rinchen in 2001. Rinchens definition of mindfulness situated in the leadership context is ridding ourselves of negative psychogenic states and fostering and developing constructive ones (Goldman, 2010). Mindfulness has shown to be effective in improving ones performance in stressful situations (Kabat-Zinn, 1990).Therefore, the M2 strategy is to teach the leader to be aware of their actions in the moment and this is complaisant vis a vis a practice of mindfulness. We postulate this mindful awareness go forth allow the M2 leader to make better cho ices in whatever situation they find themselves in. The keystone of the M Model (M2) is reflective leadership praxis. practice session is the practice of an art or craft, such as leading (Bing Dictionary, 2012). finished reflection leaders analyze various leadership concepts, evaluate their experiences, and develop their personal leadership theory (Astin, 2000).Reflection provides leaders with the opportunity to image and question and develop beliefs and values. It involves observation, questioning, and putting facts, ideas, and experiences together to construct new importation and wisdom (UNK). Yukl (2008) finds that effective leaders are flexible and adaptive. We expect the M2 regularity combining metacognition, mindfulness and reflective practice will develop effective leaders. The proper place to begin is often at the beginning. The M2 solution posits that the leader must not only know themselves, but also their organization.With that knowledge of themselves and their orga nization applied to the contingency theory we can propose a solution to Fiedlers catch 22 that a leader in a poor situation is doomed. The M2 solution begins at the point when a leader finds herself in a poor situation. The M2 leader knows her strengths, LPC score and other relevant situational and organizational information. She is taught to assess the organization thoroughly based on the situational variables. The assessment leads to the realization she is in the wrong situation and with M2 skills this discovery is make sooner than later.Knowing she is in the wrong situation the leader can take action to alleviate the stress that, Fiedler suggested, leads to poor decision making. Upon realizing she is in the poor and stressed situation the M2 leader will apply her reflective leadership practices for optimal outcomes. This is a set of practices that include development of the every week or daily habit of reflecting upon actions taken and the results of those actions. The reflectio n will include a commitment to ongoing and summative written reflection and regular discussion with their M2 coach (Mabry, 1998).This reflection will lead the M2 leader to be more aware of her actions in the moment. This awareness will allow for a clearer understanding of a predictable result. Awareness in the moment will allow the M2 leader to choose a more appropriate action for the situation. This fits with the situational approached developed by Hersey and Blanchard. The premise of situational leadership is that an effective leader will be flexible and adapt to the situation (Northouse, 2007). The M2 hypothesizes that reflective praxis and mindful action will lead to improved organizational outcomes.Although Fiedlers contingency theory has not always been collaborated by other research, it works. Our preliminary abstract predicts that the reflective leadership praxis of M2 will enhance the skills of the leader that finds herself in a favorable or unfavorable situation. The M2 p ractitioner in an unfavorable situation will not suffer the consequences of stress related poor decision-making. The M2 practitioner will be able to make choices that result in optimal outcomes not only for the organization but also for the volume she leads.