Running head: INTERACTIONAL FRAMEWORK FOR ANALYZING LEADERSHIP 1
Interactional Framework for Analyzing Leadership
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Interactional Framework for Analyzing Leadership
Leadership is a process of interaction between the leader, followers, and situation. If a given situation changes in an organization, it creates dramatic change between the leaders and followers. Leaders who understand the interaction levels benefit due to the advantage of understanding how to create variations (Fortunato & Alter, 2011). Steve Jobs, the former CEO of Apple, for example, using the interaction framework, was able to promote the company in both profitability and expansion. Jobs understood change; for instance, he understood the need to set aggressive goals to increase the productivity of his employees. After changing the situation, Jobs changed his employees through the provision of training to build specific skills, confidence, and ability to achieve the established goals. The CEO also changed his behavior by being actively involved in the lives of the employees, ensuring that they followed his example (Deng, 2017). The employees at Apple always looked up at Steve Jobs at any situations, and their interaction prompted success in the company.
The interactional framework can operate in different areas. In military leadership, for example, the leader has to change battle tactics depending on the situation. The change has to be communicated to the soldiers, preparing them for attack strategies and from where (Watola, Colonel, L., Lindsay, & Reimer, 2015). Such changes and interactions have supported successful in historical battles. When there is new military knowledge, such as the use of digital methods to gain information about the enemy, the soldiers are prepared through training to ensure that they are ready (Beugré, 2018). When choosing leaders, it is essential to consider whether they have good relations with followers and how they display their leadership skills. Leadership can be learned or practiced (Anderson & Wasserman, 2001). A good leader does not need to be charismatic or outgoing. A good leader is made by understanding the different circumstances presented in the workplace, how it affects followers, and interactions thus creating overall adjustment.
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References
Anderson, D. F., & Wasserman, D. P. (2001). Choosing leaders: a group interactional approach. Journal of Leadership Studies , 8 (2), 38-51.
Beugré, C. D. (2018). The neural basis of leadership. In The Neuroscience of Organizational Behavior . Edward Elgar Publishing.
Deng, J. (2017). Leadership in Education Abroad Office: A Case Study Based on the Interactional Framework of Leadership and the Transformational-Transactional Leadership Theory (Doctoral dissertation, the State University of New York at Binghamton).
Fortunato, M. W., & Alter, T. R. (2011). The individual-institutional-opportunity nexus: An integrated framework for analyzing entrepreneurship development. Entrepreneurship Research Journal , 1 (1).
Watola, L. C. D. J., Colonel, L., Lindsay, D. R., & Reimer, L. C. R. D (2015). Situational Obstacles to Enacting Transformational Leadership in Military Organizations. OVERCOMING LEADERSHIP CHALLENGES , 121.
