Emergent Leadership Skills in The Workplace (GC01575)

Table of Contents

1.0 Introduction.

2.0Discuss on leadership models, theories, and styles.

3.0Key responsibilities of the leadership role.

4.0 Evaluate different leadership styles in the context of own responsibilities.

5.0Repertoire of leadership styles in different situations and with different people.

6.0Concept of emotional intelligence and how it applies to the leadership role.

7.0 Importance of understanding one’s own strengths and limitations.

8.0 Use and interpretation of techniques to identify characteristics, strengths and limitations.

9.0 Importance of continuous self-development and identifying opportunities to develop oneself in the leadership role.

10.0 Displaying confidence and self-assurance by emphasizing personal strengths and showing a readiness to take calculated risks.

11.0 Social awareness in terms of empathy, organizational and ‘political awareness, service to others

12.0 Relationship management in terms of inspiring others.

1.0 Introduction

According to Shimonski (2014), emergent leadership in the workplace refers to a group of members who is not appointed for the leadership role but their leadership skills develop from time to time through the interaction of the group members. In addition, emergent leadership reveals in the actions which help to direct execution by the assertion of the initiative of an individual. Sleeth (2016) said that emergent leadership skill is very significant for the workplace to provide better performance. Rubin and Bommer (2017) disclosed that emergent leadership skill in the workplace increases team development (such as forming, storming, norming, and performing) by inspiring all to exercise the initiative.

On the other hand, it promotes workplace diversity by welcoming diverse individuals to contribute to them in different ways as well as offer diverse ideas and insights through their work. According to Corso (2015), emergent ‘emerging’ leaders are high potential, confident, flexible and collaborative. The chosen organization for this assignment is DEN Security Group. DEN Security Group Ltd is a security provider company that has operated its business functions since 2015. DEN Security Group has 150 securities registered with SIA License (DEN Security Group Ltd, 2019). Moreover, this organization provides security services in several locations of London including South London and North East London. This organization offers different services to both private and public organizations including GateHouse Duties Concierge Officer, Manned Guarding, Test Purchasing, Train Station Officers, Door Supervisors, Events Security, Retail officers, CSCS Construction Officers, Mobile Patrol/Unlock-Lock ups, Key Holding/Alarm Response and CCTV monitoring (DEN Security Group Ltd, 2019).

2.0Discuss on leadership models, theories, and styles

Define Leadership in the Workplace

Armstrong (2015) said that leadership refers to more than a particular job position in the workplace. Effective leadership in the workplace is a capability to impact the people to gain effective results for a company and its people. Bennis (2015) said that a true leader has strong self-sense, understands the good qualities that spread positive influences to the people, and flexible with these qualities. DEN Security Group Ltd practices good leadership in its workplace (DEN Security Group Ltd, 2019).

Leadership models

There are a number of leadership models such as the managerial grid model, four framework approach and others that are followed by business organizations which are described as follows:

Managerial/Leadership Grid model

According to iEduNote (2018), the Managerial Grid model was first developed by Dr. Robert R. Blake and Dr. Jane Srygley Mouton in 1964. This model is also known as the Leadership Grid model. This model supports the managers to evaluate their leadership styles through the grid training system. The diagram of the Managerial Grid model is given as below:

According to Leadership Central (2017), this model relies on two behavioral dimensions such as concern for people and concern for production. In addition, this model is presented as a grid with ‘concern for production’ as X-axis and ‘concern for people’ as Y-axis; ranges from 1 (Low) to 9 (High).

This model includes quadrants including team leader, authoritarian leader, country club leader and impoverished leader which are described as following:

Team Leader (high task, high relationship) – Team leaders are strong on both tasks and people skills. The team leaders lead by the positive examples and work to develop a good team environment so as to the team members can gain the highest potential both as an individual and as a group of members by focusing on collaboration or cooperation (Anastasia, 2018). Team leaders inspire their teams to fulfill their goals effectively and develop the relationship between the team members.

Authoritarian Leader (high task, low relationship) – Authoritarian leaders are strong on tasks but weak on people skills. Authoritarian leaders are very task-oriented and are very hard on the workers (autocratic). Authoritarian leaders do not focus on collaboration or cooperation. These leaders show autocratic characteristics and strong on the tasks. They expect their team members of people to do what they said without asking any question (Rouse, 2018). Therefore, this is very difficult for authoritarian leader’s subordinates to develop their skills in the workplace.

Country Club Leader (low task, high relationship) – Country club leaders are strong on people skills but weak on tasks. Country club leaders use the reward power to manage the discipline between the team members and inspire the team to fulfill its goals (Leadership Central, 2017). On the other hand, they are not able to employ punitive coercive and legitimate powers. Thus, this incapacity results in fear of using legitimate powers that could threaten relations with other team members.

Impoverished Leader (low task, low relationship) – Impoverished leaders are weak on both tasks and people skills. Impoverished leaders use the management style known as “delegate and disappear”. Anastasia (2018) said that these leaders mainly permit their teams to do whatever they want to do and prefer to isolate them from the process of the team by permitting the team to suffer from power struggles in the team.

In terms of DEN Security Group Ltd, this organization follows the Managerial Grid model because this helps the managers of this organization to evaluate their own leadership styles and show good performance in the work place………

Leadership & Management