All people can be managers, but not all people can be leaders because leadership is a calling. Mr. Lou, the coach, was right when he said that success is doing the very best, doing it right, and treating other people how the reciprocation will also feel right. Doing what is right depends on leaders because they are different. Leaders who demand high standards of doing the right are authoritative leaders. They expect people to be perfect because they do not have room for error. The people working under this kind of leaders understand what they do and the reason as to why they do what they do in the right way.
Conversely, a leader who does not demand to do what is right is a transformational leader. Transformational leaders give a person the right and freedom to be innovative and creative in whatever they do as far as the end products benefit the whole team (Avolio et al., 2016). A transformational leader aims to transform the system of an organization so that it benefits in the future. Also, leaders who advocate for doing what is correct display notable differences when compared to leaders who do not demand to do what is right. The latter category encompasses individuals who ensure the safety of speaking up to their followers. Leaders who do not demand such actions, on the other hand, do not communicate their expectations to their followers, since they operate on the assumption that each person within a given group can make informed decisions. Another notable difference between such leaders is that while leaders who motivate others to do what is right also challenge them to think, frontrunners who do not recognize the approach do not and allow their groups to act freely and act on their volitions.
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Leadership styles are crucial in ensuring the administration of one’s duties towards leading others. The three levels of moral development, as proposed by Coah Holz, are essential in attaining favorable leadership skills and implementing the most desirable style. The Pygmalion effect states that one’s performance depends significantly on others’ expectations. The theory presupposes that leaders ought to motivate their groups to do what is right (Solomon, 2014). In so doing, they impart the sense of an expectation in followers, who are then compelled to live by such anticipations. Positive expectations in all facets of life imply better performance from the people from whom such results are required.
References
Avolio, B. J., Keng-Highberger, F. T., Schaubroeck, J., Trevino, L. K., & Kozlowski, S. W. (2016). How follower attributes affect ratings of ethical and transformational leadership. In Academy of Management Proceedings (Vol. 2016, No. 1, p. 16854). Briarcliff Manor, NY 10510: Academy of Management.
Solomon, B. (2014). The Pygmalion Effect: Communicating High Expectations.
