The three leadership areas I selected include authentic, transformational, and servant leadership. Authentic leadership focuses on the establishment of a leader's legitimacy by creating relationships based on honesty. They are positive individuals with a sense of openness and truthfulness. On their part, transformational leaders inspire, encourage, and motivate their followers to achieve the desired positive change (Giltinane, 2013). In servant leadership, the main objective of the leader is to serve his followers. Two of the most critical tenets in exemplary leadership include Model the Way and Inspire a Shared Vision. An authentic leader models the way by achieving small wins that enhance confidence and trust between team members. Authenticity revolves around achieving openness and truthfulness. Therefore, modeling the way here must focus on creating a culture of belief and reliability among individuals. A transformational leader models the way by creating achievable objectives and targets that trigger change (Giltinane, 2013). The servant leadership models the way through leading by example. The leader must also behave in a way that reflects the overall values of an organization.
Transformational leaders inspire a shared vision by envisioning the future and uplifting the team members to achieve the desired objectives. Such leaders must first list their set of goals and objectives before recruiting the rest of the team members to work on it. The leaders can also employ the power of language and emotions to inspire vision and get others to work towards it. Servant leaders can inspire a shared vision by working together with the team members towards the specified objectives. They must instill a sense of dedication to service rather than leading (Giltinane, 2013). Servant leadership must discourage any form of superiority complex and turn doubters into believers. On their part, authentic leaders must rely on exciting and uplifting their counterparts to share in the vision. They must also ensure that the values of followers align with that of the organization. The leaders also inspire vision by promoting genuine attributes and asking the followers to express their ideas without fear of contradiction. Followers become inspired when they feel that their attitudes and perspectives are embraced in organizational matters.
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The most applicable theory for this discussion would be the transactional theory, also known as the management theory. The transactional approach looks at leadership as a system of rewards and penalties. Hierarchical and outcome-focused tenets characterize effective leadership. Structure and order are prioritized over creativity (Landis, Hill, & Harvey, 2014). For an authentic leader, their transaction with followers transaction is defined by the level of honesty, openness, and truthfulness. The ultimate objective is to create a long-lasting relationship that enables both parties to establish a sense of direction and share in the vision. The transformational leader's primary focus is to achieve change by inspiring the rest of the team members. The transactional theory emphasizes the importance of outcome-oriented leadership. The leader provides a certain level of input and expects the followers to respond positively. The transformational leader aims at using motivation and encouragement to achieve much-needed organizational outcomes. The transformational leader avails his input through inspiration and expects the followers to react by achieving the desired goals.
Servant leadership models the way by providing vivid examples to the team members. They inspire a sense of shared vision by forming a fundamental part of the team. The transactional theory of leadership stresses the value of parties playing their role to achieve the much-needed objectives. A servant is expected to provide examples and create a path for others to follow. The followers are expected to repay the leader by showing faith and commitment in the process. The must stick and embrace the attitude and behavior of the leader.
References
Giltinane, C. L. (2013). Leadership styles and theories. Nursing Standard , 27 (41).
Landis, E. A., Hill, D., & Harvey, M. R. (2014). A synthesis of leadership theories and styles. Journal of Management Policy and Practice , 15 (2), 97.
