Every leader aspires to accomplish some amazing feats in the course of their career. Leaders tend to have almost similar goals, however, their leadership processes tend to differ. Also, leaders tend to become great not because of one personal trait or attribute but due to a myriad of traits. Some people believe that leaders are born, however, I believe that a person can be a leader if they exhibit traits such as: perseverance, occasional dominance and masculinity (Howell, 2013). People bearing these traits are able to work for long hours comfortably and display excellent results. There are a couple of leadership theories which mirror the behaviors expected from a person in authority. These are: Early behavioral and contingency theories, the managerial grid later renamed the leadership grid, and the contingency theory of leadership. My preferred theory of leadership theory, nevertheless, is the leadership grid.
The leadership grid theory is best supported by my personal strengths which explains why it is the one which I can relate to best. This theory is based on two distinct behavioral patterns for leaders, namely: Concern for people and concern for production (Howell, 2013). I have always felt strongly that the leadership of any organization ought to base their interests on the people. As a result, one of my personal strengths is to deal with people within any organizational setting and address their concerns as well as delight in their successes. Moreover, I believe that any leader should be concerned about the production of their organization, rather than be focused on their own personal interests. Without the company being productive, there is no way that one can maintain their leadership position and also, there is a high chance that employees will also lose their jobs.
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People will choose to follow me because I have a vision and strategy which places their best interests at heart. I believe that everyone deserves an equal chance in contributing to the overall success of any business venture. Moreover in order to meet the four basic needs of followers, that is, executing, influencing, relationship building and strategic thinking, I would advocate for a representation of strengths in each of the four domains rather than having to control everything single-handedly as the leader (Rath & Conchie, 2008). Whenever, I choose to involve others, they will tend to feel appreciated and also work towards fulfilling their best interests and also those of the organization, thus contributing to the prosperity of the business.
References
Howell, J. P. (2013). Snapshots of great leadership. New York, NY: Routledge.
Rath, T., & Conchie, B. (2008). Strengths based leadership: Great leaders, teams, and why people follow. New York, NY: Gallup Press.
