Leadership
Selfish Leadership
Leadership is rightly considered the axle on which the entirety of the entity in perspective rotates. The wide range of leadership styles in theory and the same manifested in real life scenarios, sometimes, sway too far away from being ideal. And that is just where fingers point at the validity of the leadership in question.
There are two planes where this selfish motive exists and both connected. The managers not working towards achieving the organizational goals, but rather using the position to accumulate money at the cost of the company’s slow deterioration. The other plane accomodating this greedy aspect of management includes the spread of the manager’s authority and control on the employees under him to satisfy one’s ego and to put others down.
The misuse of power plays up to the end of filling up the job positions under him with the people of the choice of the manager, not necessarily the best-fit but who could accomplish the latent motives of these managers.
One direct effect that this self-centered and wrongly directed attitude of managers could have is that of the generation of “What am i doing here syndrome” which slowly pushes the victimized employees to look for greener pastures.
Dynamic leadership development
Dynamic leadership takes into consideration the element of time. The paper posits that leadership is a developmental process, which is based on the type of choice a leader makes.
While choice implies that two good options are always available from which to select, one should make choices in accordance with the leader’s worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview).
Consequently, leaders need to recognise that the choices they make for organisational activities have to fit their own worldview. Pursuing the fit between one’s worldview and planned organisational activities ensures that leaders continuously improve their ethical
Leadership is rightly considered the axle on which the entirety of the entity in perspective rotates. The wide range of leadership styles in theory and the same manifested in real life scenarios, sometimes, sway too far away from being ideal. And that is just where fingers point at the validity of the leadership in question.
There are two planes where this selfish motive exists and both connected. The managers not working towards achieving the organizational goals, but rather using the position to accumulate money at the cost of the company’s slow deterioration. The other plane accomodating this greedy aspect of management includes the spread of the manager’s authority and control on the employees under him to satisfy one’s ego and to put others down.
The misuse of power plays up to the end of filling up the job positions under him with the people of the choice of the manager, not necessarily the best-fit but who could accomplish the latent motives of these managers.
One direct effect that this self-centered and wrongly directed attitude of managers could have is that of the generation of “What am i doing here syndrome” which slowly pushes the victimized employees to look for greener pastures.
Dynamic leadership development
Dynamic leadership takes into consideration the element of time. The paper posits that leadership is a developmental process, which is based on the type of choice a leader makes.
While choice implies that two good options are always available from which to select, one should make choices in accordance with the leader’s worldview, looking for affiliation (i.e. the Theta worldview), or looking for achievement (i.e. the Lambda worldview).
Consequently, leaders need to recognise that the choices they make for organisational activities have to fit their own worldview. Pursuing the fit between one’s worldview and planned organisational activities ensures that leaders continuously improve their ethical