Effective Leadership

 

 

Great leaders build trust and credibility with words and deeds that prove, in ways large and small, that they respect and honor their followers. Every profession and occupation has its great leaders, figures, and heroes.

Think of people who create or transform major companies. Some political leaders are reshaping society. Some police officers or firefighters risk their lives to save others. We think of them as role models, and we celebrate their accomplishments. In many ways, they represent what we think of as the true model of leadership. Does one have to be in the spotlight to be a leader? Most leaders are rarely public heroes and move patiently, carefully, and incrementally to get things done. They do what is right for their organization.

Think about a leader that you think is a great leader. Include why you think the leader you chose is a great leader and what attributes the leader applies to lead others. Your evaluation should include how the attributes were obtained and how the leader uses the attributes in different situations.

Apply principles and practices of effective leadership
Evaluate how leaders use attributes to improve organizations

 

Sample Solution

Should You Always Lead from the Front? When answering this question, the majority of people will say “of course.” Leaders should set the example and remain willing to do whatever they ask of their followers. A valid argument, but is it correct? Researchers have argued that a leader must personify the in-group prototype. Someone willing to be the “tip of the spear” in a search warrant, arrest, or crisis action seems to satisfy that particular rule. Given this it may seem that leading from the front would be standard practice for you and all leaders. However, other points of view deserve consideration. To be an effective leader, you need to be agile enough to move to the front, the middle, and the back depending on the situation, as well as the needs of your followers. On some occasions, you will need to be in front and set the example, while in other cases it may be best to lag behind and allow one of your followers to take the lead. By doing so, you will set the example, empower your followers, and leave a legacy for your organization.

According to Lizardo (2008), other inhibiting factors to the emergence of a unified definition are results of some of the already existing definitions of the concept proffered by authors in the field. Lizardo asserted that the extant definitions fall within the ambience of vagueness or over specificity; place salience on some terrorism elements or the various groups that execute acts of terror (p. 91). Considering the broad frame of violent groups that employ this tactic, arriving at a definition would be challenging. For Grob-Frizgibbon (2005), some of the definitions are too inclusive (p. 235), while neglecting the vast applicability of the strategy as well as the distinctions between the groups that adopt the approach. According to the author, the all-embracing nature of the definition of terrorism, does not account for the differences in state – and sub-state terrorism; as well as the distinctions between the objectives of the diverse categories of sub-state terrorism (national, revolutionary, reactionary and religious terrorisms) (p. 236).

The border and membership (BM) and stretching and travelling (ST) problems of the terrorism concept as expounded by Weinberg, Pedahzur and Hirsch-Hoefler (2004, p. 778-779) to a large extent sum up the challenges that may have contributed to the lack of a generally accepted definition. Regarding the BM, the authors highlighted the difficulties in distinguishing terrorism from other forms of political violence, such as insurgencies, guerrilla warfare, and civil wars. Terrorism also encounters literal and analytical STs. While literal STs are a product of the author’s geographical or psychological distance from the terrorist act, which ultimately determines what event is tagged a terrorist act, or an uprising; analytical STPs occur as a result of over generalisation of the concept. Collier and Mahon described it as follows:

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