A642.5.3.RB - Making Smart Groups

A521.9.4.RB – Reflections on Leadership

by

Terrance Le Shore

An ePortfolio Blogger Assignment

Submitted to the Worldwide Campus

In Partial Fulfillment of the Requirements

of Course MSLD 521, Leadership Communication

Embry-Riddle Aeronautical University
December 2015

A521.9.4.RB – Reflections on Leadership

            Studies on leadership too often focus on the leader rather than on leadership. The starting point for this reflection blog is the argument that leadership is not equal to the leader as a “real” person but is at least partly constructed in organizational storytelling. The leadership in terms of storytelling in typical organizational events, such as the arrival of a new leader, confronting resistance and a leader leaving organization, helps shape an organization.

            Stories circulating between the leader and the followers, illustrates that leadership is not solely the domain of the leader but a negotiated relationship between the leader and the followers (and even potential followers). Storytelling has to do with constructing the narrative existence of leadership in the organization. Sometimes, managers may promote themselves as great leaders

(through the media, for instance) but having a following is what actually conveys leadership.

            Effective leadership requires communicating and engaging with followers. The interactive style of leadership makes it a priority to inform followers about important matters related to their goals and tasks and to clarify understanding. Interactive leaders are proactive in seeking information and opinions from followers. Reaching out to employees in this way helps build their commitment to achieving team and organizational goals.

Interactive leaders take the opportunity to meet with followers to explain their vision and persuade them of its value. This encounter facilitates behavior change; the better people understand what is expected of them, the more they can modify how they act. While interactive leaders may make use of technology to share information, they also seek the richer exchanges that face-to-face communication allows.

            Interactive leaders engage followers in a variety of ways. (Denning, 2011) When making group decisions they may solicit information, perceptions, and even recommendations from team members. To underscore a commitment to openness and to build trust, an interactive leader freely shares information rather than keeping it as a basis of power over others.

Interactive leaders value individual contributions and maintain relationships that foster mutual respect. They also make themselves visible and accessible to followers; some maintain an "open-door" policy to signal that they are open to dialogue and hearing from others. In this way, interactive leaders are role models who exhibit the quality of reciprocal interactions they seek with others. (Kacmar, 2013)

References

Denning, S. (2011). The Leader's Guide to Storytelling. San Fransico: Jossey-Bass.

Kacmar, K. M. (2013). Interactive Effect of Leaders’ Influence Tactics and Ethical Leadership on Work Effort and Helping Behavior. Journal of Social Psychology, 577 -597.