The expectations and assumptions that I had about leaders prior to the class are that I used to view leaders as individuals who are required to know everything. I used to believe that leaders were expected to make all decisions as they were decisive individuals. I did not understand that good leaders were required to set conditions that could provide room for other employees to take part in the decision-making process. Leaders are perfect in all decisions that they make even without consultation, and the organization’s success or failure solely depends on the kind of leadership.
The information in this class has changed my expectation and assumption about leaders because I learn more about the aspect of true leadership. The success of an organization or a group of employees does not in any way depend on the kind of leaders within the organization. Employees who do the actual work play a major role in working hand in hand with leaders to enhance organizational success (Pearce, 2004, p.47) . The followers who are under the influence of a leader should be influenced by leadership and change their behavior accordingly. The quality of a leader depends on his subordinates as they are the determinants of whether a leader is efficient or not. The quality of a leader depends both on the leader and the employee. Individuals should focus on the characteristic of the employees who are the determinants of leadership attribution. The prototypical of leadership, which is also referred to as behavioral labels, determine an individual’s leadership traits (Junker & Van Dick, 2014).
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A good leader is attributed to their prototypical information (Leung & Bozionelos, 2004) . The behavioral leadership skills can determine whether an individual is suitable to get assigned a leadership role or not. An organization is perceived to be successful when the leaders exhibit behavioral leadership skills (Amabile et al., 2004, p. 5) . Performance perception can be enhanced by the kind of leadership that exhibits prototypical behavior. Positive attributes in leadership could enhance positive performance when leaders work in coordination with the employees.
References
Amabile, T. M., Schatzel, E. A., Moneta, G. B., & Kramer, S. J. (2004). Leader behaviors and the work environment for creativity: Perceived leader support. The Leadership Quarterly , 15 (1), 5-32.
Junker, N. M., & Van Dick, R. (2014). Implicit theories in organizational settings: A systematic review and research agenda of implicit leadership and followership theories. The Leadership Quarterly , 25 (6), 1154-1173.
Leung, S. L., & Bozionelos, N. (2004). Five‐factor model traits and the prototypical image of the effective leader in the Confucian culture. Employee Relations .
Pearce, C. L. (2004). The future of leadership: Combining vertical and shared leadership to transform knowledge work. Academy of Management Perspectives , 18 (1), 47-57.
